TABLE OF CONTENTS Independent of how team members rank on the relationship and motivation scales, the ultimate test is how they execute the various processes of the project. Project success is primarily measured in terms of the triple constraints. These success factors deal with the nature and attributes of the product or service as viewed by the client, or with the outward appearance of the product. Thus, success factors are derived from delivery of the project on time, within budget, and according to performance specifications (Figure 4.5). Additional success facets involve general client satisfaction, responsive product development or service delivery, the use of the full suite of the product's features by its intended clients, a positive impact on those who have used the product or service, and use of the product or service toward an improvement in organizational performance. Other important facets, which are usually not easily quantified or verbalized, include repeat or follow-on business, enhanced credibility with the client as a supplier, and referrals to other potential clients for future products or services. Team success factors can be grouped into management of things issues and people issues. Things issues include time management, cost management, scope management, risk management, change management, and integration. People issues include communication, collaboration, and conflict management. One must not lose sight of the fact that people issues affect things issues in indirect and profound ways because they are inextricably linked together. However, people issues are more difficult to measure and more subjective, even...
