In a previous discussion, I asked whether a project can succeed because of bad decisions. Now, I would like to explore the opposite:
Can a Project Fail Despite Good Decisions?
Imagine a project team choosing a more responsible option—one based on the best available information, appropriate risk analysis, stakeholder interests, and long-term value.
The decision may reduce future risks or environmental and social impacts, but it also requires additional cost or time.
Later, circumstances change. An unexpected risk occurs, a key assumption proves wrong, or market conditions shift. The project misses important cost or schedule targets and is ultimately considered unsuccessful.
Was the original decision therefore a bad one?
This creates an interesting challenge, particularly when we look at project success through a sustainability lens.
Some decisions may weaken short-term project performance while protecting value beyond the immediate project boundaries. On the other hand, a seemingly successful outcome may sometimes be the result of a poor decision that simply turned out well.
If we judge decision quality mainly by project outcomes, we may reward luck and penalize responsible decision-making.
So how should we distinguish between a good decision and a good outcome?
And when sustainability requires us to think beyond immediate cost, time, and scope, can a project fail while its key decisions were still right?
