I believe that project success relies on people.
You need to proactively help them develop for change and provide them with the support they need to
Deal with the challenges and uncertainty that projects and change bring, and
Be willing and able to do their best work throughout the project.
And that’s the basis of my People and Project Support solution
Supporting leaders, individuals and groups. Helping them stay focused and resilient, manage stress and find solutions to the inevitable challenges that projects create.
Helping everyone involved develop the knowledge, skills and mindsets needed for change. Things like change management, building high performing teams, leadership skills and emotional intelligence.
But it’s not just me that thinks these are important factors for project success.
The project management institute (PMI) seems to have come to many of the same conclusions.
The PMI have been doing a "pulse of the profession" survey every year since 2006. It includes feedback and insights from project, programme, and portfolio managers, as well as analysis of third-party data.
This blog summarises some of my favourite bits from their Pulse of the Profession Survey Reports over the last five years.
Let’s start with 2017 where the Pulse of the Profession Survey Report listed the top five most important factors responsible for project failure as
Lack of clearly defined and achievable milestones and objectives to measure progress
Poor communication
Lack of communication by senior management
Employee resistance
Insufficient funding.
The first four of those all fall within the realms of change management and the first one is a mix of both project and change management.
2017 was the first year that the survey and report started to measure success against benefits realisation and not just against the traditional project measures of scope, time and cost.
This was a fundamentally important change to how project success is measured.
Without this, the projects that never really delivered on their objective of implementing a new and better ‘business as usual’ could be deemed a success at the project go-live date. When, in reality, the organisation may not have realised the expected value from its project investment…and may never do so.
The next three reasons are all connected to business leaders being actively involved in and understanding the process of change. A key principle of change management and the role of the business leader in the process of implementing change.
The 2017 report also says that “actively engaged executive sponsors continued to be the top driver of whether projects meet their original goals and business intent”.
And this theme is built on in the 2018 report where part of the focus is on how project management can support executive sponsors and ensure they actively engage in the project.
"Highly engaged executive sponsors play a critical role in closing the gap between strategy and execution by facilitating communication and collaboration, boosting project success rates."
The structure of a typical technology change project showing the teams involved and how the worlds of project and change management overlap to create the joint project team.
Finally, insufficient funding is one of the most fundamental reasons why I think projects fail and impact the organisation’s appetite for future change...and therefore their ability for survival in a constantly changing world.
Without a good understanding of change management and a holistic approach to project planning, project budgets don’t provide sufficient resources to really embed change. The solution delivered by the project doesn’t become part of a new business as usual. Benefits aren't realised. People end up overworked and stressed and won’t be keen to get involved in future projects.
The PMI report suggests some simple solutions to see better results in its 2018 report
Create a culture that supports the relationship between project managers and executive sponsors
Develop a roadmap, which includes skills and actions, for the executive sponsors
Provide training to prepare executive sponsors.
These are all things that I agree with and support in my People and Project Support solution.
I think it’s all too easy to assume that business leaders know what to do on projects and how to lead through change, but in reality they often don’t. This can lead to issues within the project teams and problems delivering the project.
The 2019 report summarises three key characteristics that good project managers need:
Always-on curiosity. Constantly looking out for what’s next and keeping an open mind,
All-inclusive leadership. “Getting the best out of your team no matter their age, level on the organisation chart, digital knowledge skill set or location”,
A future-proof talent pool who “have the will, the disposition and the ability to keep up with trends and adapt their skills accordingly. And they help their teammates do the same.“
These fit nicely with my view that leading with emotional intelligence is a key project skill.
The characteristics mentioned in the report all support the need for project managers to develop people skills and inclusive and empowering leadership skills, as well as their technical project management skills.
And this is a specific focus in the 2020 report
“Project professionals will be required to ace far more than the triple constraint of scope, time and budget”. The report indicates they need “a new set of power skills focused on building strong relationships.”
“Project professionals…won’t get far without people skills.”
“Technology Rules – But People Influence”
“Executives and project leaders must have the training, processes and talent to get the job done right.”
This theme continued into the 2021 report and the need to focus on people for project success came out strongly. Here are some of my favourite bits
“Gymnastic organisations” i.e. the ones with more successful projects “empower their people to make change happen. They enable their employees to master different ways of working, to become well rounded professionals, and to elevate their power skills – from embracing collaborative leadership to forging an innovative mindset.”
“Empathetic leadership makes a difference too, particularly with soaring levels of anxiety, depression and burnout.”
“Empathy isn’t just about being a kinder, gentler leader. It’s about helping an organization’s people be better at what they do.”
“Real change doesn’t happen without people - and those people need power skills like collaborative leadership, empathy, an innovative mindset and the ability to build trusting relationships, developed continuously through a variety of ways.”
“Power skills represent the new face of project talent.”
So, if you don’t want to take my word for it, perhaps these snippets from the project management institute can persuade you to
Focus on people if you want your projects to be a success.
Invest in the development of their change, leadership and people skills.
If you’d like to explore how I can help you deliver a successful project and develop the knowledge, skills and mindsets for change in your teams, please book a free call.
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