Unlock Project Success vs. Management Success: Key Insights

About this Episode

In this episode of Project Management Paradise, Johnny discusses 'The Difference Between Project Success and Project Management Success' with Rich Maltzman from EarthPM.com.

Rich has over 26 years of experience in Project Management and has a strong focus on sustainability within Project Management. He has his PMP and teaches at the University Level. Rich co-founded EarthPM in 2008 and has written two books, as well as regularly blogging. He began his career as an engineer and is now in his 38th year at a major telecommunications company, where he has extensive project management experience and currently leads the Global PMO, comprising several thousand Project Managers. During the interview, Rich not only explains the difference between project success and project management success but also provides examples of how each type of success can be measured.

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Key Takeaways

• Project success focuses on long-term value delivery and the lasting impact of the deliverable, while project management success centers on meeting traditional constraints like time, budget, and scope specifications.

• Organizations often become preoccupied with project management success metrics, potentially losing sight of whether the project actually creates meaningful, sustainable value for stakeholders.

• Long-term risk identification and sustainability considerations are fundamental to achieving true project success, extending beyond immediate project completion.

• Efficiency (project management success) and effectiveness (project success) represent two distinct measurement approaches that should be balanced for optimal outcomes.

• Successful project management requires both tactical execution skills and strategic thinking to ensure projects deliver lasting business value and support organizational goals.

Understanding the Critical Distinction in Modern Project Management

The conversation around project success versus project management success has become increasingly relevant as organizations recognize that meeting traditional project constraints doesn't always guarantee meaningful outcomes. This distinction shapes how project managers approach their work and how organizations measure project performance across their portfolios.

Defining Project Management Success in Today's Business Context

Project management success represents the tactical achievement of delivering projects according to predetermined specifications. When project managers focus on project management success, they concentrate on executing the project plan with precision, managing resources effectively, and meeting established deadlines. The Project Management Institute emphasizes these fundamental elements as core competencies for project managers seeking professional certification.

Successful project management involves maintaining control over scope creep, which can derail even the most carefully planned initiatives. Project managers must implement robust project planning processes and utilize appropriate management tools to keep their project team aligned with objectives. This requires strong communication skills and the ability to coordinate complex activities across diverse stakeholder groups.

Resource management becomes a critical component of project management success, particularly when organizations face competing priorities and limited availability of skilled personnel. Project managers must balance resource allocation while maintaining quality standards and meeting budget constraints. This tactical focus on execution represents one dimension of project performance measurement.

The Broader Perspective: What True Project Success Means

Project success extends beyond the immediate deliverables to encompass the long-term impact and value creation for organizations and their stakeholders. A strategic project may meet all traditional success criteria yet fail to deliver meaningful business outcomes or sustainable value. This broader perspective considers whether the project's deliverable performs as intended over extended periods and support organizational strategic objectives.

When evaluating project success, organizations must consider the lasting impact on people, processes, and business performance. A successful project creates value that extends beyond its completion date, contributing to the organization's capabilities and competitive advantage. This requires project managers to think beyond immediate deliverables and consider how their work contributes to broader organizational goals.

The value delivered by projects often becomes apparent months or years after completion, when organizations can assess whether the investment generated expected returns. Strategic project selection and portfolio management play crucial roles in ensuring projects align with long-term organizational objectives and market conditions.

Managing Scope and Work Definition for Both Types of Success

Effective scope management requires project managers to strike a balance between a detailed work definition and the flexibility to adapt to changing requirements and emerging opportunities. The scope of work must be clearly defined to enable successful project management, while remaining flexible enough to accommodate learning and adaptation that support long-term project success.

Project planning processes must account for both immediate deliverables and longer-term considerations. This dual focus helps project teams maintain alignment between tactical execution and strategic objectives. Project managers need training and development in both technical project management skills and strategic thinking capabilities to navigate this complexity effectively.

Organizations investing in comprehensive project management training programs often see improved outcomes across both dimensions of success. Professional development opportunities enable project managers to understand how their tactical decisions affect long-term project value and organizational performance.

The Role of Value Creation in Project Portfolio Management

Value creation represents a fundamental measure of project success that extends beyond traditional project management success metrics. Organizations must assess whether projects align with their strategic objectives and yield meaningful returns on investment. This evaluation requires sophisticated measurement systems and ongoing assessment capabilities.

Portfolio management approaches that balance project management success with value creation help organizations optimize their project investments. Research indicates that organizations with mature portfolio management practices achieve better alignment between project outcomes and strategic objectives. These organizations typically invest in management software and analytical tools that support both tactical execution and strategic decision-making.

The integration of project management tools with portfolio management systems enables organizations to track both tactical performance and strategic value creation. This integrated approach facilitates better decision-making at both the project and portfolio levels, ultimately enhancing overall organizational performance.

**Excerpts from "The Difference Between Project Success and Project Management Success"

Sustainability and Project Management are two of the most recent topics I've been working on. Our book "Green Project Management was the Winner of PMI's 2011 David I. Cleland Project Management Literature Award. Rich has also published a follow-up book titled 'Driving Project, Program and Portfolio Success,' which is a more procedural and directive publication. It utilizes a tool called the 'sustainability wheel' to assess whether organizations are considering longer-term sustainability in executing their projects. 'Project Success' and 'Project Management Success' are two related yet distinct concepts. "Project Success" is the successful completion of the 'change' we seek to implement. The project may be a new accounting system or the building of a bridge. 'Project Success' would mean ensuring that we do have a new accounting system that works for a long time or that we have a bridge that is in operation for future generations.
'Project Management Success' would mean delivering a Project on schedule, within budget, meeting quality and other specifications. We may be preoccupied with 'Project Management Success' to the extent that we actually lose sight of the 'Project Success'. Our focus is on the end date of the Project rather than its long-term viability.
Identifying long-term Risk is a key element in ensuring that we reach long-term 'Project Success' through managing the project successfully. It may be about ecological concerns and sustainability or the safety and the long-lasting capability of the product. For example, if you are a coffee machine maker producing machines that require users to use coffee cups that do not decompose for hundreds of years… then you are not thinking of long-term project success. Your project management will be successful, but the project itself does not support sustainability.
Efficiency refers to Project Management Success, where being within budget, executing tasks promptly, and ensuring the delivery of all specifications are considered.
Effectiveness refers to Project success, where one considers whether the product performs as it should, is long-lasting, and supports sustainability.

Building Organizational Capabilities for Dual Success

Organizations that excel at both project management success and project success typically invest in comprehensive training programs that develop both technical and strategic capabilities. These programs help project managers understand how tactical decisions impact long-term outcomes and organizational performance. Professional development opportunities should address both traditional project management competencies and strategic thinking skills.

Team development programs that focus on both execution excellence and strategic thinking create project teams capable of delivering both types of success. These programs often incorporate case studies and practical exercises that demonstrate the relationship between tactical decisions and strategic outcomes. Organizations with strong team development programs typically see improved performance across their project portfolios.

The integration of project management training with broader organizational development initiatives helps create alignment between project execution and strategic objectives. This alignment becomes particularly important as organizations manage increasingly complex project portfolios and face rapidly changing market conditions.

Risk Management and Long-Term Project Viability

Effective risk management requires project teams to consider both immediate project risks and longer-term viability concerns. Traditional risk management approaches focus on threats to project completion, while comprehensive risk management considers threats to long-term project value and organizational impact. This expanded perspective enables organizations to make more informed decisions about project investments and resource allocation.

Project managers must develop capabilities in both traditional risk assessment and strategic risk analysis. This dual competency enables them to identify and manage risks that could impact both project delivery and long-term value creation. Organizations that invest in comprehensive risk management training typically see improved outcomes across their project portfolios.

The integration of risk management with portfolio management processes enables organizations to maintain alignment between their risk tolerance and strategic objectives. This integration supports better decision-making at both the project and portfolio levels, improving overall organizational performance and stakeholder satisfaction.

Technology and Tools for Enhanced Project Performance

Modern project management software provides capabilities that support both tactical execution and strategic monitoring. These tools enable project managers to track traditional success metrics while also monitoring indicators of long-term value creation and strategic alignment. Organizations investing in integrated project management platforms typically see improved performance across both dimensions of success.

The selection and implementation of appropriate management tools requires careful consideration of both immediate project needs and longer-term organizational objectives. Tools that support both project execution and portfolio management provide greater value than solutions focused exclusively on tactical project management. Research indicates that organizations with integrated tool strategies achieve better alignment between project outcomes and strategic objectives.

Project teams benefit from training on both the tool's functionality and the strategic application of project management capabilities. This comprehensive approach to tool utilization helps ensure that technology investments support both project management success and broader organizational objectives.