Operational Excellence Through the Lens of Project Management 

Introduction

Operational Excellence is a phrase used often in business conversations, yet far less frequently examined in terms of what it looks like in daily practice. 

One widely recognised framework for operational excellence is the Shingo Model, developed by the Shingo Institute and built on ten guiding principles. 

This article explores those principles through the lens of more than fifteen years of experience in project and operations management. Project managers often sit at the centre of the work – connecting people, priorities, and processes across teams – and that position creates a unique opportunity to influence not only project outcomes, but operational effectiveness across the organisation. 

Cultural Enablers 

These principles focus on the behaviours and leadership mindset that allow operational excellence to take root within an organisation.

Principle One: Respect Every Individual

When people feel respected and valued by an organization, they are more likely to give more. Respect seeks to draw the best from individual contributors. 

For me, that means treating intake and planning as more than a checklist. It means intentionally gathering input from a wide range of stakeholders – and truly listening. Some of the best ideas I’ve heard have come from people brand new to the team just as often as from those with years of experience. 

I try to create a space where ideas can be shared freely. Where “what ifs,” stretch thinking, and even the outlandish ideas are welcome. That openness often leads to better, more innovative solutions. And if someone prefers to share after the meeting? That counts too – although I would encourage in-meeting participation. 

At the same time, respect also means providing clarity. After the ideas are on the table, part of my role is to help the group realign around the parameters, constraints, and desired outcomes – and guide the conversation toward a plan we can execute. 

To me, operational excellence starts here: Respecting people enough to invite their ideas – and leading well enough to turn those ideas into action. 

Principle Two: Lead with Humility 

When decisions are made unilaterally, frontline employees are less likely to respect the decisions being made. To lead with humility, companies must implement a management system where leaders seek input and buy-in from stakeholders at all levels. 

This principle can be challenging to apply consistently in practice. Immediately, I think about this principle from two angles: stakeholder-facing and leadership-facing. 

Every project has its ups and downs, missed assumptions, and inevitable pivots.  

From the very start of an initiative, I try to set one expectation clearly: 
If you’re on this project, it’s because you are the expert, not me. If I knew everything, we wouldn’t need to hold meetings. So, feedback and engagement are essential.  

I don’t know what I don’t know.

That framing opens the door for collaboration and honest feedback. And the project is better when people feel empowered to speak up early.

Mistakes will happen. When they do, I don’t look for someone to blame – I look for what we can fix, learn from, and put in place to prevent it from happening again. And if I’m the one who drops the ball? Once I dig in to understand the impact and explore options to correct it, I then communicate transparently. I don’t believe in surfacing problems without also bringing possible paths forward – Plan B, C, or even D. 

Eventually, some decisions require leadership input and/or awareness. When that happens, I don’t show up with a broken problem and no direction. I come prepared with recommended solutions, trade-offs, and risks. And if leadership wants to understand what went wrong, I focus the conversation on where the process broke down and what we’re changing to strengthen it going forward. 

So, what I think this principle boils down to is: building TRUST. 

Trust within the team. 
Trust with leadership. 
And trust built through humility, transparency, and shared ownership of outcomes. 

Continuous Improvement 

These principles focus on the disciplined pursuit of better ways of working through experimentation, learning, and refinement. 

Principle Three: Seek Perfection / Continuous Improvement

This principle is similar to the adage, “You have to believe it to achieve it.”  
By seeking ways to continuously improve, you can open the door to new ways of thinking and innovation. 

In execution environments, project managers can have a strong influence in this area. 

Root Cause Analysis

When done well, root cause analysis goes beyond surface-level symptoms and identifies the true drivers behind an issue. 

Once I have the analysis, I like to gather perspectives from across the stakeholder spectrum – including, at times, those in the “inform” group – because valuable insight doesn’t always come from where you expect it. 

A word of caution: sometimes the root cause runs deeper than the scope of the initiative you’re working on. When that happens, it’s important to stay focused while capturing the ideas that bubble up. That’s often where bigger opportunities reveal themselves. 

And what’s fantastic is that it may uncover something that, if improved, positively impacts more than just one project. I’ve seen firsthand how short-term “band-aid” workarounds eventually strain systems and teams. Bringing leadership a thoughtful assessment and clear recommendations doesn’t just solve problems – it builds trust. 

Retrospectives and Lessons Learned

Remember, you don’t have to wait until the project is complete to hold a retrospective. 

On longer initiatives, I’ve found it incredibly valuable to pause after major phases to capture insights while they’re still fresh. Sometimes we can even implement improvements in real time, rather than waiting for the next project. 

Retrospectives also benefit the broader PMO. When insights are shared, patterns emerge – and that’s where process improvements really start to take shape. 

The challenge, of course, is time. Do we have enough of it to do these things well… or at all? 

I’ve experienced both ends of the spectrum. But I always come back to this: you can’t solve the puzzle without the pieces. And while you may never have all of them (think agile!), more data, more perspective, and more reflection almost always lead to better outcomes.

Principle Four: Embrace Scientific Thinking

This principle is not just about being data-driven. Creating a culture where employees are able to “experiment” and test new ideas based on observations and data fosters innovation. 

Data is powerful. And as I mentioned in principle three, more data almost always leads to better outcomes. But what happens when the data is limited… or the metric is brand new? 

This is where Project Managers play a critical role. 

PMs are uniquely positioned to help teams focus, track, pivot, and document the impact of pilots and experiments. I’ve had the opportunity to be part of some truly innovative workshops where the ideas flowed freely, and boundaries were pushed. That exploration is energising, but there’s always a desired outcome behind it. 

Turning exploration into structured, testable work is a critical discipline within effective delivery organisations. Whether through sprints, phases, or milestones, we help translate ideas into testable plans. 

A scientific mindset can also be incredibly effective at saving time, money, and resources. 

One example: evaluating a potential switch to a new tool. On the surface, it seemed like an easy move – same vendor, similar functionality. Some felt it could be easily handled “later” without much lead time. But any seasoned PM thinks several steps ahead and knows nothing is ever that simple. 

By pushing for a structured assessment, we uncovered that more teams were impacted than initially assumed. This wasn’t a simple flip-the-switch change, and it required planning. That early testing ultimately saved significant time, cost, and disruption. 

We applied the same mindset when piloting a loyalty program. We had strong assumptions about what customers would value beyond traditional giveaways. The data challenged one of those assumptions, but in a good way. It gave us clarity. We were able to redirect investment toward areas that better supported customer retention, spend, and long-term brand equity. 

That’s the power of scientific thinking: Not just validating what you believe – but learning what actually works. 

Principle Five: Focus on Process 

If something goes wrong, instead of blaming people (which can be counterproductive), look for ways the process can be improved. 

This principle feels especially familiar as a Project Manager. 

As risk wranglers, we know it’s rarely a matter of if something will go off plan, but it’s how we respond when it does that matters. 

There is almost always an opportunity to strengthen a process. And when a mistake happens, I’ve learned not to assume that because I understood the direction, it was clear to everyone else. 

That’s why I believe it’s always worth taking the time, at the start of a project, to walk through the process together: 

• What are the expectations? 
• Who owns what? 
• Where does information live? 

Alignment and clarity upfront go a long way. 

That said, I’ve also spent time on fast-moving, agile teams where change is constant. When things move quickly, stakeholders can easily get left behind if communication isn’t intentional. Misalignment and missed handoffs become real risks. 

So, beyond mapping the workflow, it’s just as important to map the communications. Establishing a clear source of truth is critical. I typically rely on a dashboard for status, timelines, and work breakdowns and a dedicated communication channel (like Slack or Teams) for updates, questions, and discussion. One place for facts. One place for conversation. 

Of course, issues still happen. Deadlines get missed. 

When that occurs, I’ll point out where the information lived and how visibility was provided – but the next question I ask is: 
What could the process have done better? What was missing at that step that we can tighten up next time? 

Yes, someone missed a commitment they owned. But my first assumption is rarely that it’s a people problem – it’s that the process wasn’t as clear or supportive as it needed to be. That’s the conversation I want to have. 

This approach does two important things: 
It takes the sting out of mistakes, and it keeps the focus on improving the workflow for everyone. It reinforces that process issues impact the entire project, not just one individual. 

And interestingly, I’ve had several stakeholders walk through the process with me and ultimately say, “This one’s on me.” That level of accountability tends to surface when people feel safe – and that safety is built through trust, not blame. 

Processes are operational tools. When designed intentionally, they enable execution, reduce friction, and support teams.   

Principle Six: Assure Quality at the Source 

Much like good food is made with good ingredients, assuring quality in business relies on doing work right the first time, using the right people and the right components.  

In operations, this principle almost always comes back to one thing: planning. 

Not planning for planning’s sake but planning that intentionally builds quality into the work before execution ever begins. 

That means: 

• Clear, well-defined requirements 
• Shared understanding of acceptance criteria 
• The right stakeholders are involved early 
• Testing and validation shifted left, not tacked on at the end 

When quality is addressed upfront, defects don’t have as much room to hide. Rework decreases. Surprises are fewer. And teams spend less time scrambling to fix things that could have been prevented. 

I’ve seen what happens when quality is treated as a downstream activity or busy work – it becomes expensive, frustrating, and reactive. Taking time to get into the weeds can sometimes feel tedious. But when the unexpected happens, all that detail, planning and time invested to align on “what good looks like,” pays off when you can keep execution smooth. 

Assuring quality at the source isn’t about slowing teams down. It’s about setting them up to move faster with confidence. 

And in operations, that’s where real efficiency lives. 

Principle Seven: Improve Flow & Pull 

Providing value to the customer means having the products that they demand when they need them and nothing more, which is exemplified in lean supply chains. 

In practice, this principle shows up every day in how work moves (or doesn’t) across teams. 

Improving flow isn’t about pushing more work into the system. It’s about reducing friction so the right work can move through at the right time. In complex delivery environments, protecting scope and managing demand requires discipline and consistency. 

That’s where PMs spend a lot of their energy: 

• Limiting work-in-progress to avoid overload and burnout 
• Using Kanban boards or Scrum ceremonies to make work visible 
• Synchronising dependencies so teams aren’t waiting – or reworking 
• Responding to real demand instead of assumptions 
• Paying attention to customer feedback, sentiment, and usage data 

When flow breaks down, it usually looks like stalled work, constant context switching, or teams racing to finish everything at once. None of that serves the customer – or the business. 

Pull-based thinking flips the script. Instead of asking, “What else can we start?” the question becomes, “What’s the next most valuable thing we can finish?”  

When PMs help teams focus on finishing work, not just starting it, throughput improves, quality increases, and customers get value sooner. 

Flow isn’t accidental. It’s designed and protected through intentional prioritisation, visibility, and restraint. And in operations, that discipline makes all the difference.

Enterprise Alignment 

Operational excellence requires alignment between strategy, systems, and daily execution across the organisation. 

Principle Eight: Think Systemically

Instead of focusing on individual players or departments for improvement, think of ways to improve the entire system. 

One of the things that pulled me toward project management was the desire to see the full picture. I didn’t just want to do my piece of the work – I wanted to understand where it fit, who it impacted, and how it contributed to the overall outcome. 

That curiosity naturally leads to systems thinking

Understanding how teams, processes, and decisions are interconnected can be transformative. I’ve been in conversations where simply laying out the breadth of a project’s impact across an organisation completely changed the strategy and approach. When people see the system, not just their slice of it, better decisions follow. 

Project Managers rarely work in silos. We sit at the intersection of teams that don’t always cross paths, connecting dots that aren’t obvious from within a single function. 

In one organisation, I helped establish a quarterly roadmap review to create visibility into what teams were working on. The results were less duplicative work, clearer dependencies, and a much stronger cross-check on whether we had the right stakeholders involved, especially those further downstream who are often impacted later. 

Thinking systemically allows PMs to surface insights that go beyond a single project. It gives us a way to provide meaningful feedback and recommend improvements that scale – from individual initiatives all the way up to operations. 

When you improve the system, you don’t just fix one problem. You prevent many others from ever happening. 

Principle Nine: Create Constancy of Purpose

Communication of goals, purpose, commitment to the customer, and the “why” behind the company are key to operational excellence. 

This principle immediately calls to mind my experience with change management. 

In most organisations I’ve worked with, the core business itself was already well established. What changed were the policies, structures, tools, and ways of working that supported it. 

Organisational change consistently demonstrates the same pattern: when people do not understand what is happening or why, resistance is almost inevitable. 

That’s human nature. Change is hard. 

Whether it’s a new operating model, a reorganisation, or a shift in process, the difference between momentum and friction often comes down to communication. Not just what is changing, but why it matters, and how people fit into the future state. 

Constancy of purpose doesn’t mean nothing evolves. It means that even as things change, the north star stays visible. 

This shows up clearly in day-to-day project work, especially within agile environments. New information surfaces. New opportunities appear. And not all of them align with the broader goals or customer commitments. 

That’s where PMs play a critical role. 

By consistently reinforcing the purpose behind decisions, priorities, and trade-offs, we help teams stay focused – even while adapting. We provide context when saying “not right now,” and clarity when choosing one path over another. 

When people understand the purpose, change feels less like disruption and more like direction. 

Operational excellence isn’t just about executing well. It’s about ensuring everyone knows why the work matters and how their contribution supports the bigger picture. 

Results 

At the end of the model, operational excellence ultimately manifests in the value delivered to customers. 

Principle Ten: Create Value for the Customer

Ultimately, all businesses are all about the customer, so operations should reflect the value customers hold and should be provided. 

Project Managers live by this principle every day. 

Whether the “customer” is external or internal, PMs are often the ones translating needs into action and ensuring that value doesn’t get lost between strategy and execution. 

This shows up in how we work: 
• Defining clear customer requirements – not assumptions 
• Prioritising features and initiatives that deliver the greatest customer benefit 
• Aligning customer needs to business goals and constraints 
• Making trade-offs intentionally, with value as the guide 
• Ensuring delivery actually meets what was promised 

One of the biggest risks I see in organisations isn’t lack of effort, it’s misdirected effort. Teams are busy, projects are moving, but the connection to customer value slowly erodes. 

PMs help prevent that by constantly asking: 

• Who is this for? 
• What problem are we solving? 
• How does this create value? 

By keeping customer value front and centre, we help teams focus on outcomes – not just outputs. 

Operational excellence isn’t about doing more – it’s about delivering the right things, at the right time, for the right reasons. And that’s how strategy turns into results customers actually care about.  

Bringing Operational Excellence to Life 

Operational Excellence isn’t a certification, a framework, or a maturity score. It’s a daily practice. 

The Shingo principles aren’t meant to sit on a slide deck – they’re meant to shape behaviour. And when viewed through the lens of project management, they become incredibly tangible. Respect shows up in how we facilitate. Humility shows up in how we respond to mistakes. Scientific thinking shows up in how we test before we scale. Systems thinking shows up in how we connect dots that others don’t see. 

Project Managers operate at the intersection of strategy and execution. We see how decisions ripple across teams. We feel where processes strain. We hear where customers experience friction. That vantage point gives us a unique responsibility and opportunity to influence operations in ways that go far beyond timelines and status reports. 

Operational Excellence isn’t about perfection. It’s about intention. 

As the discipline continues to evolve, project managers are increasingly positioned not just as delivery leaders, but as stewards of operational excellence across the organisation. 

The ten guiding principles referenced in this article are derived from the Shingo Model developed by the Shingo Institute and described in Discover Excellence.