Basically, it is important for success—both professionally and privately—to be authentic, warm-hearted, and consistent in your behavior and actions. Read more about this in our article “Being successful.”
In addition, both in line management and especially in projects, you need something more!
In the following, we refer to projects, but we also mean work in line organizations, as they ultimately consist of countless small projects and follow-up projects, even if actions are often repetitive and routine.
The overall situation
Have you ever asked yourself what real project success is, or why your project is struggling, being hindered, or simply failing?
You’ve done everything right. The project assignment is clear, the content is right, the team is working wonderfully… – But there are problems with acceptance, with the clients. Other departments or companies are getting in the way.
Why is that?
Is it right (for success) to have done all the project tasks well and to pay attention to progress?
Well, at least it’s not entirely wrong. That’s the good news.
But… what’s missing then?
The answer is simple, but the implementation – as always – is not, of course.
Finding hidden structures
When a project comes under pressure or even fails, there are usually completely different reasons for this. And these reasons lie in people and hidden structures. Yes, you read that correctly: in hidden structures. This article is about shedding light on these structures, recognizing their importance, and finding out how to access them.
If we assume that we are dealing with people, as outlined above, because people are always interested in a result, then that is a good basis. But there is more to it than that…
That is why it is not enough to know the supposed stakeholders. Rather, serious research must be carried out to identify the actual stakeholders. This group can be significantly larger than the group of those who are interested in or affected by the project or task. In addition to those directly affected, there are often a large number of those indirectly affected. These must be identified. The impact can also be very subtle and anything but obvious.
As you can see, this is where a comprehensive task begins.
But let’s continue: How can you identify those affected?
Unfortunately, there is no universal answer to this question, no textbook, and we can only draw on our experience and intuition. But common sense also helps, of course. Those affected can be directly affected, but they can also be indirectly affected, i.e., people who experience the effects but are not directly involved in the project.
Once again: research.
This time, use common sense, intuition, and observation, because these are not on any list.
To give an example: a colleague who has more work after the project is implemented, comes home later, or finds themselves in more difficult conditions is, of course, affected.
Prioritize power, dangers and help
If you now say, “That’s an incredible number!”, we can only agree, but here too there is help and a next task:
Once you know all the people involved, the first step is to assess the power that these people wield. Especially if that power is directed toward your project.
Consider and research which affected parties could be the greatest danger and the greatest help to you and the project, i.e., what effects a positive and negative assessment of these individuals could have on you and the project.
You will notice that your list will be prioritized.
That was most of the planning work, and the most important thing, besides your analytical skills, is your intuition about people. Experience helps immensely here, but unfortunately, you can only gain that through practice.
And now what?
Filter out hidden goals
Now it’s time to get down to business: you need to find out what the important people on your list really want. And believe us: in very few cases is it money. Monetary desires are joined by career, prestige, leisure time, and much more. Family circumstances also come into play here (who wears the pants at home?).
Gather allies and strongholds
Now that we know all the people involved, their importance to you and the project, and their true goals, we can get to work.
Honestly? Wasn’t that already a lot of work? Yes, it was, but unfortunately, that was just the preparation, because now it gets more difficult, delicate, and tricky:
You now have to think (in order of priority) about how to get the most important people on board. So you have to help them get closer to their true goals and make the connection to the project clear. There is no roadmap here, because nothing is more different than people.
But here’s a tip: informal conversations, which you hopefully already used during your research, can work wonders! It doesn’t matter whether it’s the coffee kitchen, the smoking corner, or the golf course, but you should build a relationship of trust in which you can offer your help. Don’t just barge in, don’t be too direct, and listen a lot (your list may change now!).
The most important thing now (and in virtually all areas of business and private life) is that you stop seeing everything as a job and approach people in a genuine, honest, and well-meaning way.
Never try to be someone else or imitate someone else. That is inauthentic and does not work. And you may also destroy good and important opportunities for yourself in the future. Stay true to yourself, otherwise it will backfire.
It is also important to know that the people you talk to are very different: you can be completely honest with one person, while another should not know your true agenda.
Be careful and proceed with tact and sensitivity. How does the old saying go? – Speech is silver, silence is golden.
Now a small but important note: there may be people involved who could cause serious problems for you and the project. If you have found one or more strong supporters and have allied yourself with them, this can also help you against many opponents.
Was that all?
Well, of course, there is still the usual project work, but you already know that, don’t you?
The supposed importance of project goals
You may now be wondering how this relates to the project task (which is usually set out in writing). Well, there is often someone among the powerful stakeholders who pursues precisely these goals, but this is not necessarily the case. Especially in the area of projects by, with, and for politicians (this applies particularly to government organizations, but large corporations are also subject to these principles), there can be a big gap here, and if the written project goal is not pursued by any powerful player, it is not important. Don’t believe it? We didn’t believe it either, but we have seen projects (especially in politics) that, measured against the written project goal, failed miserably and yet brought lasting and great success. For the project manager and for the important stakeholders. Project tasks can be rewritten and goals can be shifted, we know that.
A summary
True project success can be seen at the latest after the end of the project, when those responsible for the project are promoted, receive new orders and tasks, are praised for a project that may even have failed, and those involved smile when they see you.