Voices on Project Management

by Peter Tarhanidis, Ph.D.

Today’s hybrid work environments, ethical demands, stakeholder complexity, and organizational pace require new success criteria. According to PMI’s 2024 Pulse of the Profession report, only 34% of projects are considered successful by traditional measures of scope, time and cost. For leaders to thrive in this new reality, project guardrails must be modernized to inspire autonomy while aligning purpose, ethics, and sustainable outcomes.

Rethinking Guardrails: From Control to Catalysis
Traditional project governance structures emphasize compliance, change control, and rigid escalation paths. But in environments characterized by complexity, ambiguity, and constant change, rigid control can undermine innovation and engagement.

McKinsey & Co.’s research shows that projects with adaptive governance outperform peers by 25% in delivery of value and 30% in stakeholder satisfaction. Leaders must introduce guardrails that promote empowered decision-making within clearly communicated boundaries, and encourage distributed leadership and agility without sacrificing accountability.

5 New Guardrails for Today’s Project Leaders

1. Value Over Output: PMI’s 2023 Global Megatrends shows organizations that prioritize value over delivery metrics achieve a 42% higher rate of strategic goals. Teams that connect features to customer outcomes develop deeper alignment with mission and increase stakeholder confidence. These leaders define value-centric KPIs rather than milestone attainment.
2. Ethics Over Expediency: Edelman’s 2024 Trust Barometer indicates 71% of employees expect their companies to take a public stand on ethical issues, expect their leaders to anticipate unintended consequences, and apply ethical analysis into key decisions. Ethically governed projects report 30% fewer incidents of rework and stakeholder backlash (MIT Sloan Management Review, 2023). Empowered teams build a culture of integrity and long-term resilience. These leaders add ethical risk as part of project risk registers, ethical checklists and stakeholder impact maps.
3. Psychological Safety Over Hierarchical Control: Harvard Business School’s Amy Edmondson shares teams with high psychological safety are 27% more effective in cross-functional collaboration while enabling openness, faster error detection, and greater innovation. Projects with psychologically safe environments complete 18% faster and report 35% greater team engagement (Google’s Project Aristotle). Team members are more likely to raise early red flags and offer solutions without fear of reprisal. These leaders model curiosity, not criticism. Shifting to questions such as “What can we learn?” versus “Who’s accountable?”
4. Agility Over Certainty: Only 16% of organizations report that traditional planning methods are effective in today’s fast-paced environment (PMI, 2024). Agile projects are 2.5 times more likely to succeed than waterfall counterparts in dynamic sectors like tech, finance and healthcare (Standish Group CHAOS Report, 2023). Teams working in short feedback loops are more responsive to customer needs and regulatory changes, resulting in better user adoption. These leaders use rolling-wave planning and commit to decision-making during sprint steering reviews.
5. Stakeholder Integration Over Stakeholder Management: The modern stakeholder is no longer a passive recipient but an active participant. Projects that actively engage stakeholders experience 29% fewer change requests and 41% greater satisfaction scores (IBM Business Value Institute, 2023). When stakeholders are engaged early, then resistance turns into advocacy. These leaders manage stakeholders by listening and integrating their inputs. Use stakeholder empathy interviews and involve them in prototype testing or solution design.

Making Guardrails Operational
Putting these principles into action requires a shift in mindset and structure. Here are five ways to support your practice:

1. Formalize guardrails. Document in project charters and playbooks the team norms, governance models, and onboarding practices.
2. Measure guardrails. Use KPIs like Net Promoter Score, stakeholder sentiment, innovation speed, and compliance metrics.
3. Empower coaches and champions. Appoint internal coaches or culture champions to reinforce these behaviors during stand-ups, reviews, and retrospectives.
4. Build guardrails into decision trees. Create frameworks where teams can operate with autonomy while escalating only when critical guardrails are approached.
5. Conduct quarterly guardrail health checks. Conduct quarterly “guardrail health checks” to audit, reflect and adapt. Use team surveys and external facilitators to refine policies and culture.

Conclusion
Now more than ever, project success requires leaders who can lead with precision and principle. This requires one to balance execution with empathy, speed with substance, and strategy with stewardship. The new project guardrails of value, ethics, safety, agility and integration do not constrain; rather they are cultural enablers that empower high-performance delivery within purpose-driven boundaries. These guardrails provide structure for leaders where trust replaces control, adaptability replaces rigidity, and purpose becomes the new metric of success.

What actions will you take to ensure guardrails turn from control to catalysis?

References

1. Pulse of the Profession: The Future of Project Work, PMI (2024)
2. Unlocking the Power of Agile Governance, McKinsey & Company (2023)
3. Creating a Culture of Psychological Safety, Harvard Business Review (2023)
4. CHAOS Report: Project Success Rates, Standish Group (2023)
5. The Stakeholder Experience Advantage; IBM Business Value Institute (2023)
6. Trust Barometer: Expectations of Ethical Leadership, Edelman (2024)
7. Ethical Decision-Making in Fast-Paced Projects, MIT Sloan (2023)

by Christian Bisson

Agile team cohesion is the seamless collaboration, effective communication, and shared goals and values among team members. I frequently prompt new teams to reflect on a time they thought things were going great; consistently, "the team" emerges as the primary factor contributing to that moment’s greatness.

Being intangible, team cohesion is often undervalued, with some viewing it as simply as an overhead. For example, team building activities, or even retrospectives that have a bit of fun included in them can be seen as a waste of time. Heck I’ve also been told by team members that it was an insult to their intellect! 

Despite that, the impact of team cohesion is far-reaching, offering substantial benefits to the team and the project at hand.

Enhanced Communication

Cohesive teams communicate more effectively, leading to smoother workflows through several key mechanisms:

• Shared Understanding: Team cohesion fosters a shared understanding of goals, objectives, and project/product requirements among team members. When everyone is on the same page, communication becomes more targeted and relevant.
• Open Communication Channels: In cohesive teams, trust and mutual respect is built over time which creates a culture of open communication. Team members feel comfortable expressing their ideas, concerns, and feedback. Not only does this transparency helps in addressing issues promptly, but it also provides the team with collective creativity to find solutions to whatever challenge they face.
• Adaptability to Change: In agile environments, where change is frequent, cohesive teams are more adaptable. Effective communication ensures that everyone is informed about changes promptly, and the team can collectively adjust its strategies and tasks to accommodate new requirements.

Increased Productivity

• Alignment of Efforts: Shared goals provide a common purpose that aligns the efforts of each team member. When everyone understands and commits to the same objectives, individual tasks and activities naturally complement one another, avoiding conflicts and redundancy.
• Motivation and Engagement: Having shared goals fosters a sense of shared ownership and commitment. Team members are motivated to contribute their best efforts when they see how their work contributes to the overall success of the team and the achievement of common objectives.
• Efficient Capacity Management: A united team optimises their capacity by ensuring that each team member focuses on tasks that align with the team's goals. This prevents duplication of efforts and ensures that time and expertise are utilised efficiently.
• Collaborative Problem-Solving: Shared goals encourage collaborative problem-solving. Team members are more likely to work together to overcome challenges and find innovative solutions when they share a common objective. This collective approach enhances problem-solving efficiency and effectiveness.
• Mutual Support and Knowledge Sharing: A united team promotes a culture of mutual support where team members readily assist each other. This support extends beyond task completion to knowledge sharing, where individuals leverage their strengths to help others, fostering continuous learning and skill development. Furthermore, this prevents “points of failure” where one member only can execute a certain task or has a certain expertise, lowering risks if team members leave the team or are missing.

Conclusion

Team cohesion is important, and it’s important for all members of the team to understand its value so that everyone contributes to it.

How do you actively contribute to your team's cohesiveness? Share your insights and any noteworthy team-building activities you've found effective.
 

The business world is busy. It is busy with words: emails, messengers, phones and videos. It is busy where we work: open spaces, flex desks, public transportation and crowded cities. It is busy in matrix organizations: transversal meetings and redundant communications.

How can we translate this noise into building relationships with people?

Why we fear silence
Sometimes, we make an effort to speak uninterrupted so we don’t leave space for uncomfortable silence or questions, or because we are stressed. It is situational.

In other cases, this is part of our image of being a leader. You may have been influenced by former leaders you saw, or colleagues who you admired because of their energetic way of talking.

You may have deduced that this is a good way to be a leader and have tremendous executive presence—that taking up “speaking space” signifies power, of someone who has knowledge and wants to share and mentor.

There are also cultures (national, corporate, educational) where you are pushed to speak up, give your point of view, or express yourself. It is valued. It is a sign of engagement and interest. When people are silent in these cultures, they may be judged as less engaged and even less competent.

Some languages don't bear pauses and silence. Others need it. I became aware of that in an exciting way. I work with Spanish colleagues remotely, and we usually speak English. I am looking for the point when some Spanish colleagues talk in English; I feel like the sentences have no end (like in French). When we speak in Spanish, I don’t have this feeling at all.

Pauses and silence make you a better leader
You can improve your communication when you take care of pauses and silence—if you use them in the proper context.

In some languages (like Japanese), making small sounds when people talk is essential to confirm you are following the conversation. By mistake, I began to do the same in French and said "yes" regularly. The person thought I wanted to talk and, at a certain point, told me, “Can I speak, please?" These small sounds in French were interpreted as interruptions.

I have also worked with British colleagues a lot in the past by phone. When I finished a sentence, I wondered what happened: My colleagues waited a bit before talking. I thought there was a network issue. But when I paid more attention, I noticed how important it was to leave some seconds between the end of my sentence and the beginning of their sentences. It was a way to ensure I finished speaking, and not to interrupt or overlap.

This small break is also practical when you don't use video and don't see if the person wants to add something. It was a practice I didn’t have. I tended (and still tend) to speak right away after the end of a sentence. Now, I count five seconds before talking.

When you immediately jump to the next sentence, you look more aggressive and less respectful. But when you begin to pause and stop speaking, you leave more space for others—and you listen more to silence.

Learn to listen to pauses and silence in your teams
Silence can have different usages:

• It helps you and your teams digest information and think about what was said.
• It helps you and your teams prepare an answer, or answer in a quiet way, to hurtful comments or questions.
• It helps you and your teams to breathe and step back.

Silence can also have different meanings:

• It is a cultural way of communicating.
• It can express some disagreements people don’t dare say.
• It perhaps signifies a lack of interest in the topics.
• It may show a lack of understanding and/or a fear of asking questions.
• People do not have time, or do not prioritize your projects.

When you work remotely, you may send emails and don’t get any answers—despite the good relationships you have built. There might be simple reasons: people have personal issues; there are other problems in the organization (or the country); people have other priorities. That’s why it’s crucial to have different sources of knowledge—people who know the country.

How can you distinguish between these different meanings? You need to observe, listen properly, and learn to decipher pauses and silences. They are part of the rhythm of communication. Adapting to different rhythms can forge better relationships with your team members and create a more collaborative environment.

What are your experiences with pauses and silence while communicating in your teams