M-O-R-E ( A Model for Project Success)

Project management success is often measured by timely delivery, staying within budget, and meeting scope requirements. However, true success goes beyond these parameters. The MORE model—Manage Perception, Own Project Success Beyond Project Management Success, Reassess Value Creation, and Expand Perspective—helps project managers redefine success by ensuring their projects create long-term value for businesses and society. This approach not only improves project outcomes but also enhances the project manager’s leadership impact.

Manage Perception

Perception shapes reality in project management. A project may meet all predefined success criteria, yet stakeholders may perceive it as a failure due to misalignment with their expectations. Managing perception requires:

1. Proactive Communication – Regularly engaging stakeholders to align their expectations with project realities.
2. Storytelling and Narratives – Framing the project’s progress and impact in a way that resonates with leadership and end-users.
3. Addressing Concerns Early – Identifying potential negative perceptions and mitigating them through transparency and engagement.

By managing perceptions, project managers can prevent unnecessary resistance and ensure their efforts are recognized and valued.

Own Project Success Beyond Project Management Success

Project managers often limit their role to execution, leaving overall business success to other functions. The MORE model encourages project managers to take ownership of how the project contributes to strategic goals. This involves:

• Understanding Business Objectives – Aligning project milestones with broader organizational goals.
• Fostering Cross-Functional Collaboration – Engaging with departments like marketing, finance, and operations to ensure a holistic project impact.
• Celebrating Achievements Beyond Metrics – Recognizing and communicating success in areas like customer satisfaction, market positioning, and operational efficiency.

By taking ownership beyond project execution, project managers transition into strategic leaders rather than just task managers.

Reassess Value Creation

A project might be successful in execution but fail to deliver meaningful value. Regularly reassessing whether the project’s benefits outweigh the costs ensures sustainable decision-making. This requires:

• Cost-Benefit Analysis – Continually evaluating whether the investments (time, resources, and money) justify the expected outcomes.
• Stakeholder Feedback Loops – Engaging users and beneficiaries to validate whether the project is delivering real-world value.
• Flexibility in Execution – Adjusting strategies to enhance value delivery when necessary.

By reassessing value, project managers ensure that their projects contribute effectively to the company’s growth and stakeholder satisfaction.

Expand Perspective

Projects do not exist in isolation—they impact businesses, communities, and sometimes even global markets. Expanding perspective involves:

• Considering Sustainability and ESG Goals – Ensuring the project aligns with environmental, social, and governance considerations.
• Understanding Market and Industry Trends – Staying updated on shifts that might influence the project’s success.
• Thinking Beyond Immediate Deliverables – Ensuring long-term resilience and adaptability in project outcomes.

By broadening their perspective, project managers position their projects as valuable assets in a larger ecosystem rather than mere isolated initiatives.

The MORE model equips project managers with a mindset shift—from merely completing projects to ensuring they generate sustained business value. By managing perception, owning success beyond execution, reassessing value creation, and expanding their perspective, project managers can turn around struggling projects and redefine what true success means. Adopting this approach elevates their leadership influence and ensures that their contributions leave a lasting impact.