Success Criteria is what defines the success of the project and is agreed with the stakeholders during the concept stage of the lifecycle. It can be changed at any stage via the change control process during the project lifecycle.
Success criteria require quantitative measures against which to judge their success, such as:
- Was the project finished on time?
- Is the wall built to the correct specification (height and width)?
A success criterion is essential for both the project manager and stakeholders to understand what a successful delivery will look like and it is this that determines – at the handover and close out stage – if the project is a success.
Success Factors – are factors that must be in place to create a successful environment.A success factor is something in the project environment that will underpin the project and the likelihood of its success. An example would be a contractor with specialist skills. The success factors that, if absent, would cause the project to fail are called critical success factors, i.e. failure to obtain planning permission would be a major blocker and potentially stop the project.
These must be understood at the concept phase of the project in order to mitigate against the risks that both success factors and critical success factors will have on the project. It is essential that these are in place to ensure project success.
Key Performance Indicators are measures of success criteria that can be used throughout the project to check the progress to ensure a successful conclusion, i.e. measurement of the rate at which we are laying foundations for a building.
Tracking KPI’s ensures that the project is progressing towards achievement of success criteria and enables corrective action to be taken, as required.
Let’s have a look at this in more detail…
Defining Success: Criteria, Factors and KPIs in a Project Management Environment
In the fast-paced world of modern project delivery, knowing whether a project is “successful” is no longer as simple as asking whether it was finished on time or within budget. Project management today demands a more sophisticated approach to evaluating performance, that distinguishes between success criteria, success factors, and the key performance indicators (KPIs) that track progress along the way.
For professional project managers, understanding these three concepts is not just academic. It’s foundational to delivering meaningful value, leading high-performing teams, and building credibility with stakeholders. For those entering the profession, mastering this trio is a powerful way to elevate your planning, execution and strategic communication.
Success Criteria: What Does “Success” Look Like?
Success criteria are the measurable outcomes by which a project will ultimately be judged. They are defined at the outset in collaboration with stakeholders and serve as the benchmark for project closure.
Traditionally, the so-called “iron triangle” of time, cost and quality has dominated project evaluation. Was it delivered on schedule? Within budget? To the required standard?
But contemporary project success is often broader, especially in complex, strategic or customer-facing projects. Here, success might also include:
- Business benefits realised (e.g., increased revenue, cost savings)
- Stakeholder satisfaction
- Sustainability or regulatory compliance
- Customer adoption or experience
- Long-term impact or return on investment (ROI)
Well-defined success criteria should be SMART: Specific, Measurable, Achievable, Relevant and Time-bound. Importantly, they should be agreed early and revisited as the project evolves.
Critical Success Factors: What Makes Success Possible?
If success criteria define the destination, critical success factors (CSFs) are the enablers that get you there. These are the elements of the project environment, leadership and execution that most strongly influence outcomes.
Some success factors are universal. These often include:
- Clear and stable project objectives
- Strong executive sponsorship
- Effective stakeholder engagement
- Competent and committed project team
- Robust risk management
- Clear communication channels
Others are context-dependent. In agile projects, for example, user involvement and iterative delivery may be more critical. In infrastructure, regulatory approvals and supply chain coordination might be paramount.
Professional project managers should be able to identify the unique success factors for each project and actively monitor or cultivate them.
Key Performance Indicators (KPIs): Tracking the Journey
If success criteria define the end and success factors shape the path, KPIs are the instruments on your dashboard. They track performance in real time and provide early warning signals when things start to drift.
Good KPIs should align with both the project’s objectives and its success factors. They should offer timely, quantifiable data that informs decisions. Examples include:
- Schedule performance (e.g., milestone completion rate)
- Budget variance or earned value metrics
- Resource utilisation
- Risk exposure index
- Stakeholder satisfaction scores
- Defect or rework rates
The key is relevance. A KPI that looks good on a status report but doesn’t inform real decisions is noise, not insight. For that reason, fewer well-chosen KPIs are often more effective than a broad scatter of vanity metrics.
Connecting the Dots: An Integrated View of Project Success
Successful project managers don’t just deliver projects, they deliver value. That requires keeping all three lenses in view.
- Define clear success criteria up front, and make sure stakeholders are aligned on what “done” really means.
- Identify and protect critical success factors throughout the project lifecycle. These are your levers of influence.
- Use KPIs wisely to guide the journey. Review them regularly, and adapt as the project evolves.
Too often, projects are declared “successful” because they were delivered on time even if the deliverable went unused. Others are labeled “failures” despite delivering long-term strategic value, simply because a milestone slipped. This disconnect is avoidable.
Professionalism in project management increasingly depends on our ability to bring clarity to what success really means, and then to build the conditions and controls to achieve it.
