Here's how you can guarantee successful project delivery as a project manager.

You can't. Your focus should be on maximising the chances of success; and making sure that for the stakeholders, regardless of the end result, they maximise the positives from the project, and minimise the negatives Never forget even a 'failed' project can have positive outcomes - for example the individuals and organizations involved can learn and develop - professionally, emotionally and socially. A failed project can build our knowledge in that domain and may spawn future successful projects. When recruiting, if a prospective project manager talks about how their projects always finish on time, to budget - my advice would be stick that CV in the bin. Failure, and how we react to, it is an essential part of growth and success.

Requirements management is the key to a successful project: - Requirements must be well defined - requirements must be fully understood by the team. - requirements must be fully testable - requirements creep must be prevented as creep has been the direct cause of many projects failure. Sound requirements will lead to project completion within cost and schedule goals.

Gaining a comprehensive understanding of the entire project is a critical factor in determining its potential for success. While it may not always be possible to foresee every detail, the more knowledge you have, the better you can plan and execute effectively.

Define the capacity of the team and size the scope of work and then arrive at the schedule. In agile mode plan for continuous improvement in terms of sprint velocity.

Plan Thoroughly - Break down the project into manageable tasks and subtasks - Create a detailed project schedule with milestones and deadlines - Allocate resources (budget, personnel, equipment) efficiently - Identify and plan for potential risks and challenges - Establish clear roles and responsibilities for team members Thorough planning is essential for keeping your project on track and ensuring successful delivery.

No plan is begun or mapped, nor should it be before the due diligence of gathering requirements. How much could it cost? How long could it take? Who is going to do what? Who is going to do what when? Among many more variables. Once these requirements are gathered, assembling the plan can begin. That is when milestones, resources, schedules, budgets and timelines come alive, the "living document".

Sprint planning is the first step to engage the team that consists of product owner/BA, Dev and QA team. Agree sprint goals in conjunction with team’s capacity. Implement the lessons learnt from the previous sprint to improve the sprint velocity. Plan for 70 to 80 % of the team’s capacity for delivery and 20% for learning and development. This reduces the roll over of stories to the next sprint eventually. Agile mode advocates the creation of stories to the lowest possible deployable functionality to production. Encourage the PO to re prioritise the backlog for every sprint. This would enable that we are aligned to sprint goals. Eventually we can create self organised product teams.

Engage Team - Involve team members in the planning process to foster a sense of ownership - Clearly communicate project goals, roles, and expectations - Encourage open communication and regular feedback - Facilitate collaboration and teamwork - Provide necessary training and support for team members - Recognize and celebrate individual and team achievements Engaging your team throughout the project lifecycle will boost morale, productivity, and overall success.

Daily stand up calls in the morning hours for most of the team members is the key to monitor progress and resolve the blockers with follow up calls. Plan the sprint planning and retrospective calls on a Wednesday or Thursday avoiding Monday and Friday. This would make sure that we have maximum contribution from the teams. Lesions learnt should be added as a story to be burnt in the next sprint. This would enable the culture of continuous improvement.

Monitor Progress - Regularly track project progress against the plan - Use key performance indicators (KPIs) and metrics to measure success - Conduct frequent status meetings with the team - Identify and address any issues or roadblocks promptly - Adjust the plan as needed based on progress and changes Consistently monitoring progress helps you stay on top of your project and make informed decisions.

Manage Risks - Identify potential risks early in the project lifecycle - Assess the likelihood and impact of each risk - Develop mitigation strategies to prevent or minimize risks - Continuously monitor and update the risk management plan - Communicate risks and mitigation efforts to stakeholders Effective risk management helps you proactively address challenges and keep your project on track.

The risks of priority that must be made known and communicated as soon as realized are any that could be show stoppers, potential impact to schedule or cost or pending task, and project case justification that is revealed to have a unrealized potential.

Effective communication with key stakeholders is primarily responsibility of project manager. Publish the weekly project RAG status and RAID log. When it is amber or red, include the steps to recovery and target timelines for turning the project to green including the re prioritisation of sprint goals.

- Identifying bottle necks in early stage is key - Establishing the critical path in your project and defining the plan of actions to navigate this path - Defining uncertainties and contingency plan

All the contributions I've read towards this question are valid and helpful. I'd only suggest zooming out and really understanding, as an organisation, what you are trying to achieve. Then everything can follow from there (and you would do well to listen to all the advice in this article). Too often teams get stuck into the detail without thinking about what the change is seeking to accomplish. Having a view and understanding of the overall direction and purpose means that the project can be managed to its greatest chance of success. Someone above said that there are no guarantees, which is accurate, however you must be able to manage stakeholders of all types to ensure that what is delivered is of value.