New white paper recommends revolutionary approach to measurement of projects

Must read

IT Project Teams are STILL driving competitive advantage

IT Projects are perfectly placed to shape the future of business as we emerge from this pandemic Businesses need to be leaner and more innovative. It’s time for IT Project teams to say, “Hold our coffee, watch us do our thing” – this is our moment.

Embrace the change: Getting to grips with new IT systems

New IT systems for a growing business can be an exciting prospect and deliver many benefits, but how do you convince employees to embrace...

5 Skills Needed To Drive Future Projects

Why do projects fail? It's a question that invites a lot of interest and significant statistics. And there are no wrong answers here. Skills shortages...

Does a Project Manager Need PM Qualifications?

What makes a successful project manager is a combination of their academic abilities, experience and skills, both "soft" and "hard" skills i.e. communication skills...
Myriam Balezou
Carswell Gould - PR Account Executive - Acando UK. Acando provides IT Project and Programme management delivery and consultancy. The company is also accredited by the Association for Project Management.

Leading project management company, Acando, has published a new white paper which challenges the current method of measurement within project management.

The white paper, ‘Don’t measure time and cost’, takes a critical look at the use of time and cost as metrics for judging the success of a project.

The latest white paper forms part of Acando’s ongoing mission to reduce and eventually eliminate project failure from project management. The firm, which has offices in the UK and 16 more overseas, hopes that the findings will spark change within the industry and make people question the traditional approach to measurement.

Phil Jacklin, Managing Director at Acando

The paper, produced by Acando’s Managing Director, Phil Jacklin, argues that time and cost are poor metrics to use, stating that they have no value as predictors of the future, only cover one side of the metric triangle and vary depending on who does the measuring.

An example is given of The International Space Station, which is widely considered as a successful project. In a recent seminar, only 1 of 200 people considered The International Space Station to be a ‘bad’ project. The initial budget for this project was $17bn. The actual spend was $30bn. The paper questions how budget can be a useful metric when, despite this overspend of $13bn The International Space Station is still widely accepted as a successful project*.

Phil Jacklin said: “The purpose of the metrics should be to evaluate if the project is being well managed and to create a level of prediction about how the rest of the project will unfold. Time and cost do not achieve this in any way at all. Having a variety of metrics, from all sides of the triangle, enforces good discipline to focus on the many aspects of the project, or focus across the project, rather than simply achieving excellence in one metric at the detriment of other parts of the project.”Acando’s white paper explor

es the use of economy, efficiency and effectiveness metrics and recommends that project managers seek to use a mix of success markers such as resources, productivity, quality, deliverables and risk.

Acando, which works across a range of industries within the project management arena and is known for challenging protocol in its bid to “stamp out project failure”, releases white papers quarterly, delivers key note speeches at industry events and is challenging project managers and CEOs to improve the performance of their own projects.

Don’t measure time and cost’, as well as previous white papers, is available to download at

- Advertisement -

More articles


Please enter your comment!
Please enter your name here

This site uses Akismet to reduce spam. Learn how your comment data is processed.

- Advertisement -

Latest article

Project Management Lessons learnt from Covid Holiday Disruption

The very definition of Holiday (Noun - an extended period of leisure and recreation, especially one spent away from home or in travelling), is an entirely flexible parameter to work within, so how do we adapt? And what Project Management lessons are to be learnt from this summer?

Project management for the ‘new normal’

We live in strange times. Who would have thought last year that 2020 would be the year of Covid-19, the year of...

Long-Term Strategies To Help Manage Your Team Remotely

The world has changed profoundly since COVID-19. No one saw a global pandemic coming but now isn’t the time to panic. Instead,...

10 Steps for Planning and Implementing a Successful Branding Project

Your brand is perhaps your most valuable asset. It defines your organisation’s reputation and visibility in the market. The strength of your...

4 Ways AI is Transforming How We Manage Projects

Project management is more than a simple planning of phases. It is an extremely dynamic function. Companies hire project managers to provide...