Jason Uppal of Quickresponse gave a talk on Building Enterprise Architects at the Open Group’s Enterprise Architecture Practitioners Summit. He mentioned that Toyota judges project success based on
three corporate objectives:
Profit from the Program
These facets got me thinking about our post project reviews. We tend to measure our projects on whether or not they were done on-time and under-budget. We have post-project reviews that ask, “how could we run projects better in the future” but they are focused on the project process. We don’t really evaluate the project on a set of facets. So we evaluate “What” and “How” but not “Why”.
As I think about this, I think the interesting facets for us would be:
- Did this reduce costs over the long run – e.g. have a reasonable ROI
- Did this “improve” the enterprise architecture – did it reduce redundancy, reduce complexity, advance strategic initiatives
- What did we learn about the enterprise in the process?