Many years ago, we had a client who uniquely introduced Provelio, as the only project managers who would proactively advise him when to halt a project.
This client perceived immense value in our approach, emphasising that it was far better to avoid starting a poorly conceived project than to continue one that was destined to fail. He believed that ceasing development on a poor project was a prudent decision.
The thinking is pivotal, as project managers should function not as advocates for projects, but as impartial stewards of the project’s integrity. In my view, the role of a project manager is to objectively present the facts and data to the senior team, empowering them to make informed decisions based on a comprehensive understanding of the project’s current status, potential risks, costs of further progression, and any critical issues that might warrant a project’s termination.
Realism vs optimism…
From my experience working both as a project manager and as a client, I’ve observed that there’s often a strong desire to push projects forward regardless of looming issues. This drive can stem from the considerable effort and resources already invested by the team.
Whilst project teams desire successful outcomes, there is a commercial imperative—after all, project managers and their teams typically earn their fees from projects that proceed rather than those that do not.
Also, there can be a certain level of wilful “optimism” or “blindness” to negative indicators within client organisations, especially if there is a strong vested interest in the project’s continuation. This may occur if the client’s team is detached from the financial decision-making processes and does not view the funds as their own, which could bias their perspectives, especially if they fear not securing future funding.
While the truth may not always be welcome or easy to digest, my experience has shown that clients are ultimately grateful for honesty and transparency. Providing clear and straight forward communication can sometimes lead to a temporary reduction in fees or cause some unrest within the project team, but the long-term benefits of maintaining trust and integrity far outweigh these short-term disadvantages.
In summary…
The responsibility of a project manager extends beyond simply managing timelines and resources; it involves guiding the client through complex decision-making processes with honesty and integrity. Such guidance helps ensure that decisions are made that truly benefit the organisation in the long run, rather than just conforming to immediate pressures or desires.
With this candid approach, project managers protect both the client’s interests whilst upholding the integrity of the project management profession. Being an honest broker and strategic advisor will increase the client’s operational effectiveness and define the long-term success of future projects.
