70% of all projects fail

This is one of my favourite images. I was shown something similar as a graduate (probably in black and white!), and not one project goes by without me remembering this image. It is quite possibly the reason that many projects ‘fail’. Of course, ‘failure’ is a subjective term, and there are many reasons for projects to derail. 

 

I have been asked by non-PM professionals for a list of tips for managing projects across several time zones. Here are the less obvious, yet crucial, key lessons I learnt managing major projects, with multi-located teams.

 

While there are fundamental steps to set up any project for success – like a clear brief, timeline, and defined processes – there's a whole other layer of 'soft skills' and people-focused strategies that often get overlooked. These are the lessons that aren't typically found in textbooks, but they can truly make or break your project:

 

1. Be clear, make sure everyone understands what needs to be done. Many factors can derail a project – various interpretations of the brief, cultural nuances, different end goals, and an individual’s prior experiences guide them on how to do things. As per the swing image, getting everyone on the same page at the outset is crucial.
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2. Recruit the best team. Technical skills are great. People who work well together are better. The power of carefully assembled teams is often under-valued in our industry. Yet, this thoughtful approach can be a key differentiator, fostering a collaborative environment where challenges are met with a shared determination to find solutions that benefit the entire group. Some of the best teams I have worked with, I still work with today!
    

3. Know your stakeholders. Identify the influential stakeholders at the start of the project. True influence within an organisation isn't always determined by seniority or title. Often, the real key players are those who possess the ability to make things happen, driven by the strong relationships they've cultivated across the company. Already, a few people will come to your mind.
    

4. Empower the team. Engage the entire team in a risk assessment workshop, fostering an environment where everyone feels comfortable voicing potential risks from their unique viewpoints within the project. A fresh perspective can often uncover hidden risks that might otherwise be overlooked. Leverage the collective team knowledge to sense check.
    

5. Set realistic goals. A client may want a project to be delivered on time, on budget, and to the best quality. The budget defines the quality you can achieve, and if you need to fast-track a programme, this requires funds, too. Be honest and transparent with the client, even when conveying information that may not be entirely welcome. This approach, while sometimes challenging, ultimately reinforces your commitment to integrity and honesty, establishing a foundation of trust that benefits all parties in the long run.
    

6. Communicate! Communicate with your team, check in, and make it your business to care about people. If you see someone struggling, offer them help. Projects are a team survival sport – and you can’t leave anyone behind.
    

7. Equip the team. Does the team have the resources and software they need to succeed? Some of the best performing and most challenging projects I have worked on have used exactly the same software initiated in a different way – making what had been an efficient tool, a laborious and duplicating tool. An oversight that often proves costly in both time and resources.
    

8. Simplify processes. Ideally, project processes need to be created by people who have prior experience with executing projects. Processes should be simple for multi-location teams to want to follow them. To prevent team members from bypassing or circumventing these processes, prioritise simplicity and ease of use in your systems and processes, making them intuitive.
    

9. Engage with the Operator from the outset. The space operator needs to be involved from the project start to prevent costly changes later in the project.
    

10. Transparency – you can only fix problems when you know about them. Openly acknowledging challenges is the first step towards resolving them. A team that proactively communicates potential issues safeguards the project's success.

 

Project management is a people business, so making time for people is critical. Do any of these lessons resonate with your experience?

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