Does an organisation get the project outcomes they deserve?

If risk management and organisational culture are determining factors in project success, what happens if neither are done well in an organisation.?Can a Project “swim against that tide” anyway and deliver successfully.?This article considers that question.

Our first article in this mini-series on project performance covered risk management. We have another article upcoming in this series covering organisational culture.?Each influences the other, and each impact on project success.?Therefore, they both help or hinder the sponsor and project manager to achieve success.

In this article, instead of the next item in our mini-series, there is a small detour, where we consider the organisational influences on a project.?These include the predisposition of risk management and organisational culture, the topics of articles in the series.?Some of these predispositions can be positive, some negative.?Some can be overcome by the sponsor and project manager and team, or can they?

Hence, I have asked the question… Does an organisation get the project outcomes they deserve?

In the world of project management, the success or failure of a project is often determined by the outcomes it produces. Are these outcomes a reflection of an organisation's underlying strengths and weaknesses, which in turn shape the overall performance of the project? I will explore that idea here, that organisations get project outcomes they deserve, based on their predisposed strengths and weaknesses, and how this reality impacts the success of their projects.

Organisational Culture and Project Outcomes

Organisational culture refers to the shared values, beliefs, and practices that shape the behaviour of individuals within the organisation. A strong, positive organisational culture can foster collaboration, innovation, and a willingness to adapt to change. In contrast, a weak or negative organisational culture can stifle creativity, discourage teamwork, and create resistance to change.

Organisations with a strong culture are more likely to have successful project outcomes because they are predisposed to effectively communicate, share information, and work together to achieve common goals.

On the other hand, organisations with weak or dysfunctional cultures often struggle to achieve their project objectives due to internal conflicts, lack of trust, and poor communication. In such cases, these organisations get the project outcomes they deserve, as their weaknesses prevent them from overcoming challenges and adapting to new circumstances.

Leadership and Project Outcomes

The role of leadership in an organisation cannot be understated when it comes to determining project outcomes. Effective leaders inspire, motivate, and empower their team members, helping them to work towards a common goal even if there are challenges. Leaders with a clear vision and the ability to communicate that vision to their teams can positively influence project outcomes by ensuring that everyone is on the same page and working in unison.

In contrast, weak or ineffective leaders may fail to articulate a clear vision, lack decision-making skills, or struggle to manage their teams effectively. These shortcomings can lead to confusion, disorganisation, and low morale among team members, ultimately resulting in poor project outcomes. In this sense, an organisation's leadership strengths and weaknesses directly influence the success or failure of its projects.

Can project managers and/or sponsors create that leadership themselves? Possibly.?The bigger the scale of change, the broader its impact, and the bigger the gaps between the organisational culture, and a high-performing culture, the bigger the challenge for the project manager and sponsor.

Resources and Project Outcomes

Another critical factor in determining project outcomes is the availability and allocation of resources, including financial, human, and technological assets. Organisations with access to abundant resources and the ability to allocate them effectively are better equipped to deliver successful projects. They can invest in cutting-edge technology, attract top talent, and provide their teams with the necessary tools and support to achieve project objectives.

Conversely, organisations with limited resources or poor resource management may struggle to achieve their project goals. Insufficient funding, lack of skilled personnel, or outdated technology can hinder the progress of a project and lead to subpar outcomes. In this case, an organisation's resource-related strengths and weaknesses play a significant role in determining the success of their projects.

And it is easy to see how poor leadership can manifest also into poor resource availability, compounding these two factors.?Poor allocation of resources, switching of priorities, and slow response to needs are all traits of leadership.

Can a project manager and sponsor break the trend and gain access to the resources they require.?Yes, that is possible and there are always exceptions.?But if they inherit significant under-funding, limited release of the right internal resources, and limited ability to source external resources then they are probably heading towards doom.

Risk Management and Project Outcomes

Effective risk management is another vital aspect of project success. Organisations that proactively identify, assess, and mitigate risks are more likely to achieve positive project outcomes. By anticipating potential challenges and planning for contingencies, these organisations can minimise disruptions and maintain momentum throughout the project lifecycle.

In contrast, organisations with poor risk management practices may find themselves unprepared for unexpected challenges, leading to delays, cost overruns, or even project failure. A lack of foresight and inadequate risk management can result in organisations getting the project outcomes they deserve, as their inability to respond effectively to risks directly impacts the success of their projects.

Poor leadership and poor access to resources will compound this issue too.?You may be able to identify, analyse and plan mitigations effectively.?Whether you can deliver on those mitigations will be the main challenge.

Can a project demonstrate excellence in risk management regardless.?Yes, that is possible.?Provided they have the capability to do so.

Summary Assessment

So it seems that for all of the above, there are ways in which projects can “Swim against the tide” of an organisation, to achieve successful outcomes. ?But is it likely??Or is that one example of project success like the salmon that makes it all the way upstream, with thousands perishing at various stages of the journey.

In other words is the project success systemic, or is it through the actions of a hero…a project manager and/or sponsor, who successfully swims against the tide?

The Project Manager's Role in Overcoming Organisational Challenges

The project manager plays a pivotal role in the success or failure of a project. If organisations get the project outcomes they deserve based on their predisposed strengths and weaknesses, as discussed earlier, this implies that project managers face significant challenges in navigating these organisational factors, especially where there are more material weaknesses than strengths.?Here, I delve into the implications of organisational strengths and weaknesses for project managers, focusing on how they can address these challenges to optimise project outcomes.

A.????Understanding the Organisational Context

The first step for a project manager in addressing the challenges posed by an organisation's strengths and weaknesses is to develop a thorough understanding of the organisational context. By gaining insights into the organisation's culture, leadership, resource allocation, and risk management practices, the project manager can better anticipate potential roadblocks and develop strategies to address them. This understanding allows the project manager to align the project approach with the organisation's strategic goals, ensuring a smoother execution process.

B.????Overcoming Cultural Challenges

A project manager must be adept at navigating the challenges posed by an organisation's culture. To overcome cultural challenges, the project manager must actively promote a culture of collaboration, transparency, and continuous improvement within the project team. They can achieve this by fostering open communication, encouraging teamwork, and celebrating small successes along the way.

Additionally, the project manager should be prepared to address any resistance to change that may arise within the organisation. By involving key stakeholders in the decision-making process, demonstrating the benefits of the proposed changes, and providing adequate support and training, the project manager can minimise the impact of cultural barriers on the project's success.

C.????Leveraging Leadership

The role of leadership in project success cannot be understated. As the project manager, it is essential to not only possess strong leadership skills but also collaborate effectively with the organisation's existing leadership structure to gain and maintain the support required for the change. By building relationships with key leaders within the organisation, the project manager can gain their support and assistance in overcoming obstacles and ensuring that the project remains aligned with the organisation's strategic objectives.?The sponsor/s have a key role to play here.

D.???Managing Resources

Resource management is a critical aspect of project management, and the project manager must be adept at navigating the challenges posed by limited or misallocated resources. By conducting a thorough analysis of the resources required to achieve the project's objectives, the project manager can develop a comprehensive plan for the efficient allocation of financial, human, and technological resources.

This means being proactive in identifying and addressing any resource gaps or inefficiencies. This may involve reallocating resources, securing additional funding, or negotiating with the organisation's leadership to access the necessary tools and support. This is where the organisation’s HR, recruitment, procurement and finance policies and processes must be known, and leveraged to the extent possible.

E.????Mitigating Risks

Effective risk management is essential for project success, and the project manager plays a leading role in this process. By proactively identifying, assessing, and mitigating risks, the project manager can minimise disruptions to the project and increase the likelihood of achieving the desired outcomes. This process requires the project manager to collaborate closely with the organisation's risk management team, should one exist, leveraging their expertise to develop robust risk mitigation strategies.

To address risk-related challenges, the project manager should establish a systematic risk management process, which includes regular risk assessments, risk prioritisation, and the development of contingency plans.

And in mitigating these risks effectively, this is where leadership and resource management capabilities will be most critical.

In conclusion, the project manager plays a vital role in overcoming the challenges posed by an organisation's predisposed strengths and weaknesses. By understanding the organisational context, overcoming cultural challenges, leveraging leadership, managing resources, and mitigating risks, the project manager can effectively navigate these challenges and optimise project outcomes.?Will it be enough??Will they gather enough momentum to overcome any backflow against them.?Only time and the specifics of any project will answer that.

Conclusion

Do organisations get the project outcomes they deserve, based on their predisposed strengths and weaknesses. Organisational culture, leadership, resources, and risk management all play crucial roles in determining the success or failure of a project. Organisations with strong cultures, effective leadership, abundant resources, and proactive risk management practices are more likely to achieve positive project outcomes. These strengths enable them to navigate challenges, adapt to change, and work towards common goals effectively.

Conversely, organisations with weak cultures, ineffective leadership, limited resources, or poor risk management practices are predisposed to struggle with project outcomes. Their weaknesses hinder their ability to overcome obstacles, adapt to new circumstances, and collaborate effectively, ultimately leading to suboptimal project results.

But project managers and sponsors can influence that.?They can do things differently and better than the organisation at large.?Sponsors can also select project managers with this challenge in mind.?Is it enough for any organisation and the project at hand.?That question can never be known until it is tested.

So perhaps a better question is how often does a poor organisational culture overcome a project??And how often does the challenge for the project of being different and better than the organisation that houses them is not always understood?

Ultimately, project success is not a matter of luck but a reflection of an organisation's ability to leverage its strengths and mitigate its weaknesses. By understanding this relationship between predisposed strengths, weaknesses, and project outcomes, organisations can take a proactive approach to self-improvement and, in turn, increase the likelihood of delivering successful projects.?Or at the very least, select and support the project leadership very wisely.