One very important key success factor which I practiced but missed to list in this article way back in 2002 was "Effective Client Management", or effectively managing client expectations. I now call it the policy of being "Polite but Firm".

Most of the delays in projects are due to scope creep. Scope creep occurs when the client is interested in incorporating in the system all the new bright ideas which crop up after sign-off. The project heads are not able to say "NO" to the client requests even if they want to. The client rarely knows what adverse impact it has on the project.

The key to success, in fact one of the most important one according to me, was that I was able to, if required, say "no" very politely. I could convince my client that I was saying "no" not because of my whims and fancies or out of my interest, but in the interest of the client and the project. And mind you, I still had excellent relations with the clients. I would certainly accept some demands if they were "show stoppers", and would assure the client that other bright ideas would not go waste and would be incorporated in the next version.