Making Complex Projects Succeed: Know Your Client’s Mindset Before You Begin

You’re bound to have doubts before you start any project. That inner voice will nag at you–is this really the right thing to do and the way to do it? Will it result in the value promised? And, will it go smoothly or end up a nightmare?

Given project failure rates, such misgivings are natural. Researchers say that the failure rate for IT projects, for example, can be as high as 75%.

Whether you end up with a meltdown or a blown schedule, some projects just go wrong–in spite of your best efforts. In some cases, it’s not the plan, team competence, or an unrealistic schedule that lands the project in the ditch. It’s the client’s mindset before the project begins that seals its fate.

According to Geneca’s survey of 600 business executives, 75% of the respondents believe that projects are doomed to failure before the project starts. No, that isn’t a typo.

And it’s probably not a coincidence that the expected project failure rate is as high as the actual rate for failures. With so many clients anticipating doom, it’s like trying to sail a boat with the anchor dragging behind.

The Self-Fulfilling Prophesy

It’s easy to underestimate the gloom and doom factor. After all, clients hire (and pay) you for projects they view as important. People are excited about the work, there’s a sense of urgency, and at least some level of support to accomplish your goals.

Unfortunately, the people who hire you often deny or ignore the gloom and doom reality. What’s worse, your client’s management team may be causing the pessimism that sinks the projects they’re paying you to complete.

For instance, when people in the client’s organization don’t have a clue what’s going on and don’t participate in the decisions that impact them, they can turn into skeptics. If left unaddressed, skepticism breeds more doubt and can easily spread the belief that a project is doomed.

Maybe They’re Right

It’s a mistake, though, to assume that beating back gloom and doom is just about changing expectations. If you hear people saying that your project is doomed, you have to consider that they may be right.

If skeptics show that they understand the people, processes, and systems that your project will impact, you must listen and make adjustments to your project. Otherwise, you’re putting the project outcome and your client relationship at risk.

Tell-Tale Signs

Not to be overly negative, but it’s safe to assume that more gloom and doom exists about your project than you think. Here are three things you’ll hear that signal you’ve got a problem and what to do about it:

1. “This is never going to work.”

No one wants to hear that reaction, but it’s common. Variations on this theme include, “We tried this before and failed,” and “Who thought up this brilliant idea?” Most often, those who express this sentiment do so because of uncertainty, lack of knowledge, or fear of the unknown.

Walk these doubters through the details of the project plan, with an emphasis on how you’ll get it done, who will do the work, and how you derived the schedule. Then listen and react to objections and concerns. Be sure to discuss the risks of the project, what you’ve done to mitigate them, and review the fallback plan if things get off track.

In addition to listening, your job is to educate, sell the project plan, and be flexible enough to accommodate changes. Establish a productive conversation with doubters, and you’re likely to gain valuable insights about potential project issues that you hadn’t considered.

If you communicate effectively, you could end up with important advocates. Neglect doubters and don’t be surprised if you get exactly the failure they predict.

2. “We’re doing what?”

Client executives often broadcast the aims of a project in lofty or vague terms, like improving competitiveness, growing the bottom line, or being a better business partner with suppliers.

For those who must carry out the project plan, such strategic direction, though motivational, doesn’t explain what they’re supposed to do or what to expect. You’ll help these people by breaking down the proposed strategic gains into smaller, more comprehensible benefits.

Answer questions like, “How will the work of my team contribute to the overall benefit?” “How will our lives change as a result of the project?” “What the heck does improving competitiveness mean anyway?”

Your best service to these people is to translate boardroom-level proclamations into concrete tasks and benefits that they can grasp and support.

3. “We’ve got too much going on to do this now.”

It’s hard to find anyone with enough spare time to make a meaningful contribution to a significant project without causing some disruption.

Everyone is stretched thin these days. You have no hope of countering this legitimate concern unless you can show that your project isn’t just piling on top of everything else.

You and your client have to demonstrate how people will tackle the work of the project and keep up with their regular day-to-day tasks. And the story better be a good one, because people will usually put the demands of daily work above those of a new project.

One option to help balance competing priorities is to relax the project schedule. But whatever changes you consider, be sure that you know how your team’s competing priorities impact your ability to stay on track. A missed deadline by one team member can easily blow the whole schedule.

Credibility Beats the Odds

Guiding open conversations with naysayers will take you a long way toward solving the gloom and doom problem. What matters most is that you hear and address the valid concerns of those who say the project won’t work.

You’ll build credibility for the project and yourself if you demonstrate your willingness to be flexible about, not resistant to, the suggestions of those who hold even a small part of the project’s fate in their hands.

Of course, some people will criticize without offering any constructive ideas. You may never convert them, so don’t waste much time trying.

As the statistics bear out, a big part of achieving project success is about the mindset of the people involved. Be sure you and your client face the reality of people’s expectations and encourage rational discussion of gloom and doom scenarios.

If you can break the gloom and doom syndrome early on, you’ve got a good shot at a successful project. Ignore it, and you risk becoming part of some unfortunate statistics.