The project psychologist - Part 5 - Result and outcome of the program

The behavioural considerations that impact the transformation while enjoying the results and outcome.

The success of a project is not solely determined by technical execution or detailed planning. Equally important is how the outcomes are perceived and embraced within the organization. Even the most well-executed projects can face resistance or be seen as less successful due to psychological factors.

This article explores three critical elements that influence the reception of project outcomes: the go/no-go decision, differing perceptions of results across organizational levels, and the handover from the project team to the business-as-usual (BAU) organization. By understanding and addressing these psychological aspects, organizations can not only enhance the likelihood of successful implementation but also build lasting support for meaningful change.

Go/no go decision

The first factor is that the "go/no-go" decision in projects is a critical moment where stakeholders decide whether to proceed with, or halt a project based on various factors. This decision-making process is heavily influenced by psychological aspects that can and do impact the outcome.

On one hand decision-makers may favour information that confirms their existing beliefs or desires about the project's success, disregarding contradictory evidence. Overestimating one's own ability to predict outcomes can lead to an unjustified "go" decision, underestimating risks and challenges.

On the other hand there is the fear of failure: anxiety about potential failure can either lead to an overly cautious "no-go" decision or, conversely, to an impulsive "go" decision to avoid perceived stagnation.

Strong leaders can heavily impact the group's decision, potentially overshadowing objective assessment with their personal biases. Personal or organizational incentives can impact decision-making, such as bonuses tied to project completion. Decision-makers might also be influenced by how the decision impacts their career prospects, potentially favouring bold decisions.

Two strategies to mitigate this are establishing objective acceptance criteria early on and doing dress rehearsals for the “go-no-go” with the help of these acceptance criteria. This helps to build confidence in the final “go-no-go” on one hand but also helps to identify elements that cause a “no go” early on and even help to rectify problems before the “go-no-go”.

Different perception of the favourability of results

A second factor to take into account is that the result of a change can be perceived quite different between a member of the project or the line organization where the change is implemented. This is most obvious in cases where a change causes lay-offs: from a project perspective this can be seen as a successful implementation, however this is felt very different in the organization where the lay-off can take place. It can also be more subtle: a change can impact the perceived purpose in a job. Automation can reduce the feeling of craftmanship and can cause resistance to change.

Our experience that even in situations where lay-offs take place, people are willing to accept as longs as there is clear communication on the why, transparency during the project on what is going on and a respectful change.

Handover to the line organization

The third factor having influence how the results are perceived is the hand over a project. The line or business as usual (BAU) organization involves transitioning responsibility for the project from the project team to the line organization. This transition has several psychological aspects that can impact both the project team and the line organization:

For the project team, handing over the project will create a feeling of completion. Projects often involve intense periods of focus and effort, so reaching the handover stage can bring a mix of relief and satisfaction. It is important to celebrate the hard work that most of the times is put into realizing the change.

Both the project team and the line organization may experience anxiety during the transition period. The project team may worry about how the project will be managed without their direct involvement, while the line organization may be concerned about integrating the project deliverables smoothly into their existing processes and systems.

It helps to involve the BAU organization in an early stage during the program to smoothen the transition building confidence that the handover will be manageable. It is also important to build trust that there are no hidden defects by having a clear overview what has been delivered and what still needs to be done.

It’s also important that the BAU organisation is open to receive the results. If management questions the results of the project, this reflects on the receiving line organisation. It may even lead to situation that the benefits cannot be achieved. A positive mind of the line organisation will definitely help in the hand over and using the solution in the BAU mode.

Overall, the psychological aspects of handing over a project to the line organization involve a mix of emotions, including satisfaction, apprehension, empowerment, and adjustment. Effective communication, knowledge transfer, and collaboration are key to facilitating a smooth transition and ensuring the ongoing success of the project deliverables within the line organization's operation

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Conclusion: the intersection of psychology and program management

In conclusion after this series of five articles, the success of any project or program is not only dependent on the application of methodologies such as Waterfall, Agile, or Prince2, but significantly on the behavioural aspects that drive change. The important role of human psychology during programs is undeniable. As we've explored, understanding the "why," planning, driving change, steering on value, and the psychological nuances of project handover are critical in achieving successful transformation.

Effective program and project managers must wear multiple hats—strategist, planner, communicator, and importantly, psychologist. By addressing the psychological aspects of behaviour, managers can create a positive environment for change, motivate their teams, and align stakeholders towards a shared outcome.

Ultimately, mastering the psychological aspects of project management doesn't just lead to the completion of projects; it ensures that the outcomes are valued, and integrated into the organization. Embracing the role of a project psychologist enables managers to steer their projects not just to a finish line, but to a meaningful and lasting impact.

This is the fifth article in our series. Previously, we explored behavioural considerations affecting “The Why”, “Planning the Change”, “Drive the change” and “Steer on value”.