72. Every project is both a success and a failure

In the realm of project management, the perception of success is absolutely mutable.

When the objectives of a project are not clear, visible, and known, the success or failure of any project is not an absolute verdict but a snapshot subject to the specific moment of its evaluation.

In contexts where objectives are not crystallized, which often occurs, this perception is constant and amplified in the vision of each stakeholder.

(Falsely) clever organizations often claim success based on arbitrarily selected time frames or easily manipulated relative outcomes.

A project may appear to be an undisputed success in the short term, only to crumble under the scrutiny of a more extended temporal lens. This transformation is not rare, but a consequence of the lack of clarity in long-term objectives.

On the other hand, some projects initially labeled as failures reveal unexpectedly valuable secondary effects over time. These projects, often dismissed or even forgotten, can sprout into indirect benefits, cultivating value that is only recognized in hindsight.

The key to a fair and effective evaluation of any project lies in clearly and precisely defining its objectives from the start. Making those objectives and their evolution visible. Without a clear map, any path seems wrong, and every destination, an accident.

When reflecting on the success or failure of a project, it is essential that organizations establish and adhere to well-defined criteria, resisting the temptation to manipulate timelines to embellish results. Only then can we expect the true value of projects to be recognized, both in the present and in the future.