Who ultimately decides if a project or program is successful or a failure? The simple answer to this question is that people decide. People decide based on whether the project or program met their expectations or not.
Knowing this, it’s possible to understand why expectation management is important, and how a project could be perceived as a success even if it didn’t deliver all its initial scope but did hit its planned delivery date, because the delivery date was the primary driver of perceived success. You’ve maybe even experienced projects where the targeted delivery date was missed, but the complete scope was eventually delivered, and the project was thus considered a success. It’s even possible to have a project that delivers its full scope, on-time and on-budget, yet is considered a failure. Once reason why this might happen is because stakeholder expectations were set well above what the project was ever going to deliver at the outset, but then these expectations were never checked or realigned to the reality of the project.
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