Managing Outcome | Deliver Result

“I never worry about action, but only inaction.”                                                  Winston Churchill


Your performance is maximized on projects that you believe in and are passionate about. You can only be at your best or on top of your game, if you are passionate about or enjoy what you are doing. Now, the project is approved for implementation, what is next?

The focus here is on taking actions to ensure that the project goals are realized. This is the stage where the rubber meets the road. This is the reality check, when you plan and execute the agenda. Things that count at this stage are deliverables, deliverables and deliverables. This is where you apply your knowledge, skills, experiences, good judgment, methodologies, techniques, tools and good practices. Every action should be clearly defined, developed, measured, controlled and improved upon to accomplish the desired result.

The combination of processes, techniques, tools and, very importantly, good practices are critical to the successful delivery of the desired project outcome. What you do at this stage will determine the outcome, which will be tested as the rubber meets the road at each major step towards fulfilling the project mandate and goals.

In order to successfully deliver the desired project outcome, you need to balance your relationship with the project stakeholders and result-orientation. Figure 28 shows the relationship-result matrix and key characteristics exhibited at each level. The directions of the arrows show the preferred and desired target state, where the project team should be in order to operate at the optimal level.

Effective communication is crucial to successful project delivery. Silence does not necessarily mean consent. If in doubt, ask and ensure you obtain a response. Behaviours to watch for and carefully manage to ensure success and prevent avoidable problems include:

  • Passive aggressive behaviours.
  • No sense of urgency to get things done. This may lead to slackness and endless delays.
  • Operation mode behaviours, particularly responses that are generally reactive and not carefully thought out or based on trial and error. This usually leads to taking action without thinking through the implications.
  • Domineering type of behaviours. That is, my way or no way. Move the team towards having healthy debates, not suppressing any ideas without providing persuasive and better alternatives.


Figure 28 – Relationship & Result/Performance Matrix


Next, each component of the Managing Outcome – Deliver Result, will be examined. We will carefully and thoughtfully examine the key steps in project delivery planning and managing the plan towards a successful project outcome. It is important to be passionate; however, unrealistic, narrow view and uncontrolled or unmanaged behaviours and practices lead to unnecessary conflicts and sometimes frustration. For instance, trying to solve problem, without proper analysis may lead to no solution, or at best mediocre solution.

Figure 29 shows the approach to managing the project and delivering result, successfully. This approach demonstrates how the people utilize proven processes and tools to deliver results.

   Figure 29 – PPM Deliver Result, Approach 


Figure 30 shows the comprehensive overview of a practical project delivery framework.

Figure 30 will be used as the reference to discuss the rest of Part 6. Sample templates are included where applicable. Templates provided may be modified to suit your needs, in case you do not have existing and approved templates.


Figure 30 – Deliver Result – Key Steps


To successfully deliver your project, ensure that the project team members are competent and matured professionals, with the right and positive attitudes, including team work and leadership qualities. Otherwise, you may be in a struggling state throughout the life cycle of the project. Solid and responsible human capital is the backbone of your projects’ success stories.


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