Is making projects succeed more important than stopping them from failing?

Two different industry commentators argue the case for and against

For...

You might think it’s a matter of semantics but I disagree. Making projects succeed is infinitely more important. A focus on preventing failure can be counter-productive.

As project leaders, we are setting the project culture through what we say and do. Others in the organisation constantly watch us and respond to our actions. They remember the moments when our words about putting people before process don’t stack up with their experience for longer than they remember any formal pronouncements about project values.

These dynamics have a profound impact. The consequences go far beyond motivation. In my experience, a focus on stopping failure can morph into succeeding at all costs and a controlling culture where people are afraid to speak about what’s really going on.

A focus on making projects succeed starts with recognition that culture determines outcomes. It demands that we become laser-sharp at identifying and infl uencing the human and organisational dynamics that shape culture and undermine delivery – as part of mainstream activity. It has implications for every aspect of project management, from governance to our behaviour.

This is challenging stuff . These dynamics are largely invisible – unless you know to look for them. Think I’m being fanciful? Research led by Professor Terry Williams into early warning signs for complex projects concluded that a) formal project review processes will be ine ective until they can pick up on the subtle dynamics of groupthink, political pressure and inconsistent decision-making, alongside progress and fi nance and b) the main challenge is in our heads – too many of us are blind to these issues. Success means learning to read the human and organisational dynamics that undermine delivery.

Carole Osterweil is a director with OMQ Consulting

Against...

No one wants a project to fail. The question is, what to focus on in order to ensure success? Is it better to concentrate on ways to motivate and inspire a team, or on developing quantifiable checks and balances that control the process and prevent failure? I have found that it is best to focus on the latter.

All the motivational talk in the world will not help a flight crew get a plane from one place to another. The crew needs to know where they are going and how they are getting there. A check of the plane’s systems needs to be done before take-off, and the plane needs to be filled with enough fuel to reach its destination.

Project controls serve a similar function. Before the job takes off , the team needs a plan that identifies the project’s goals, the scope of work to be done, the roles and responsibilities for each party involved, the communication protocols, the deliverables to be produced, and a schedule with the project milestones. A check needs to be done to make sure that the right sta ng is in place, all the necessary resources are available, and that there is a well thought out plan for quality control. Most importantly, the budget needs to be aligned with the work that needs to be done or the team will be running on empty before the effort is completed.

Project controls provide a means to guide the team and track progress during the effort, measuring performance against the baseline that was initially set – just as a plane is carefully monitored during its flight.

Without controls, a project is destined to failure. Nothing can make up for this. Controls must be present to ensure success.

Sean Cuddahy AIA is a senior project manager and associate vice president at HDR, an international architectural and engineering firm based in the US