Project success is often measured by delivering on time, within budget, and according to scope. But what if true success sometimes means knowing when to stop?
Organizations invest significant resources in projects based on initial assumptions. As priorities and circumstances change, continuing a project may no longer deliver meaningful value. Yet many initiatives continue simply because of the time and money already invested.
Could stopping a project at the right moment create more value than completing it?
In your experience, should project managers be recognized not only for successful deliveries but also for preventing unnecessary investments and potential failures? How can we distinguish strategic decision-making from failure to deliver?
