EX-POST PROJECT COMPARISONS: FROM TRIPLE CONSTRAINT MEASUREMENTS TO AGGREGATED ORGANIZATIONAL IMPACT

While many of the social and economic outputs in the contemporary world are delivered by means of interconnected or disparate projects, comparing and aggregating completed projects is still a difficult task for organizations, financing institutions and governmental agencies. Moving beyond the typical appraisal of projects in terms of investment placement or financial impact, the current paper explores the adequacy of comparing the organizational effort for completed projects through similarity measurements of metrics for the triple constraint compliance (duration, cost, scope). Building on this statistically oriented proposal, the organizational impact of networked project is to be compared through the lenses of two divergent scenarios – one of project failures and one of connected projects, whereas two successive projects are connected by arrays of shared deliverables. Project comparisons in terms of organizational impact are using a stakeholder approach to the organizational setting, hence asking for metrics suitable for each stakeholder category – from valuing the lessons learned by team members to customer satisfaction or mission compliance metrics.