Project Success: 3 Factors Executives and Project Managers Need to Know  

Introduction

Delivering successful projects consistently is a challenge many organisations face. For executives and managers, understanding the foundation of project success can help identify what’s missing and where to focus efforts to achieve better results. It’s not just about having talented project managers; it’s about creating the right environment and implementing the right tools and processes to support them and the teams they lead.  

This blog explores three critical considerations that executives and project managers must evaluate to assess their organisation’s ability to deliver successful projects. It highlights why these factors are essential for achieving project success.  

A Structured and Scalable Process

Successful projects begin with clear structures for planning, reporting, managing change and risks, and following agreed-upon processes that fit the organisation’s needs. A one-size-fits-all approach to project management rarely works; instead, processes should be flexible and align with the desire of the organisation for information and communication while flexing to fit the project’s size, complexity, and strategic goals.  

According to a recent study by the Project Management Institute (PMI), organisations that fully adopt formal project management practices waste 28 times less money than those with less mature practices¹. Standardised processes ensure consistency, efficiency, and clarity in managing project tasks, timelines, and deliverables.  

Scalability is a critical component of the most effective project management processes. Projects vary in size, scope, and complexity, and a rigid delivery process can hinder progress. A structured yet flexible framework that scales to the needs of each project ensures that resources are utilised effectively without overburdening the project manager or the team. For instance, smaller projects may not require extensive documentation or approvals, while larger, high-stakes initiatives might benefit from added layers of control and oversight. By embedding scalability and flexibility into the project management process, organisations can handle changing priorities, emerging risks, and new opportunities with ease.   

Clear ownership of the process enables continuous improvement. Without designated accountability for maintaining and improving processes, inefficiencies can creep in, leading to miscommunication, missed deadlines, and project failure. Executives should name and empower a process owner with the responsibility to continually work with their teams to review and refine project workflows. Much of any project methodology evolution is based on the feedback of the lessons learned from post-project reviews and the implementation of important capabilities and changes to improve future results.   

When processes are clear and fit for purpose, project teams can focus on delivering results rather than figuring out how to navigate ambiguous frameworks. Executives can also expect a consistent approach from any project manager and project they sponsor.  

A Supportive Organisational Culture

Even with the best processes in place, an organisation’s culture plays a major role in how effectively projects are executed. A healthy project culture emphasises open communication, collaboration, and real-time transparency.  

We are talking about support and executive interaction, specifically in relation to the project management environment. Project management and the role of the project manager involve having to manage people and issues across multiple groups and levels within the organisation. Success is based on the agreed-upon plan for multiple aspects or constraints of the project, including time, scope, cost, resources, and more. All are critical to project success, but rarely do any of these continue as planned across the entire timeline of project work.   

Problem-solving, negotiations, communicating and leading the team are some of the key aspects of work required for the success of the project and are part of the expected skill set of the project manager. But how much support is available from the executive or management levels to deal with these aspects? Does the project manager fear for their job if they ask for help? Are project schedule changes acceptable if they are needed? Is there pressure to delay sharing real-time updates and information about an increasingly poor project status until it blows up? Projects often encounter unexpected problems, but how the organisation handles these instances determines the project outcome².   

According to the Project Management Institute (PMI), organisations that develop their project talent, project capabilities, and culture have a project success rate of up to 92% compared to 32% for those that don’t³. Executives and managers must foster an environment where team members feel comfortable raising issues and discussing challenges without fear of blame. Cultivating a culture that encourages learning from mistakes rather than punishing them drives innovation and problem-solving.  

A supportive business culture is essential for project managers facing challenges. When executives encourage open communication and problem-solving rather than finding blame or punishing perceived  

failures, it fosters trust and collaboration. This empowers project managers to address issues proactively, leading to more effective solutions. For executives, it ensures better project outcomes and long-term business success. For the organisation, it builds resilience, encourages continuous learning, and enhances overall performance, ensuring that challenges become opportunities for improvement rather than obstacles.  

Commitment to Continuous Learning and Improving

The most successful organisations treat each project as an opportunity to learn and improve. Continuous learning through post-project reviews enables teams to refine their approach, adapt processes, and enhance future outcomes.  

Furthermore, there should be no focus on blame. As an output from those discussions, someone must take ownership of any learning. Business areas and team members engaged with future projects need to implement any required changes to ensure improvement for the next project and monitor and report the results. A commitment to learning and improving creates a cycle of growth that benefits the organisation as a whole.   

Bringing It All Together

These three elements—structured processes, a supportive culture, and continuous learning—are interdependent. Together, they create an environment where projects can thrive.  

• A structured process with clear ownership provides the foundation and clarity teams need to execute their work effectively.  
• A supportive culture ensures that when challenges arise, teams collaborate openly to find solutions.  
• Continuous learning keeps the organisation responsive, allowing it to adapt and grow with each project.  

The synergy between these elements enables transparent reporting, enhanced problem-solving, and a positive workplace environment. This combination doesn’t just lead to successful projects; it creates a space where project managers and teams are excited to work and executives feel confident in their leadership.

Conclusion & Questions to Ask

 For executives and project managers, assessing these areas within your organisation is the first step toward achieving consistent project success. Ask yourself:  

• Do we have clear, well-maintained processes that are fit for purpose?  
• Does our culture encourage honest communication and learning from mistakes?  
• Are we committed to continuous improvement in our project approach?  

Improving in these areas is not just about addressing weaknesses but also about maximising strengths. The benefits are clear: higher project success rates, more engaged teams, and better business outcomes. Take the time to invest in these foundational aspects, and your organisation will be well-positioned to deliver projects more successfully and consistently.

Reference Literature: 

1. PMI. 2018. “Pulse of the Profession 2018.”

2. NASA. 2006. “The Impact of Fear on Project Success.”

3. PMI. 2017. “Pulse of the Profession 2017.”