Project “Delivery”: What Does Success Really Mean? 

Meet Marcin, he is CEO People More.

Tomasz Michalik: Marcin, tell me what does it mean to “deliver” a project in your way? 

Marcin Dąbrowski: The term project delivery is increasingly common in business discussions. While it may seem to refer simply to completing a project successfully, in reality, it encompasses much more. “Delivering” a project does not just mean completing it within the set deadline. Traditional project management approaches define success as delivering the full project scope on time, within budget, and at the required quality. However, in many cases, this is not enough. True project “delivery” is not only about meeting initial assumptions – it is about delivering real business value to the client. 

T: Does delivering according to the contract mean success? 

M: If a project is supposed to be completed within a defined scope, time, and quality, why is simply adhering to the contract not enough? 

The reason is that reality is not static. When a client signs a contract, they often base it on initial assumptions, which can change over time. If the provider rigidly adheres to the original contract terms, the final product may no longer meet the client’s actual needs. 

There are also cases where clients refuse to pay for a system because they do not know how to use it or do not see its value. Additionally, in large projects that can last for years, changes are inevitable. This is why adaptability plays a crucial role. 

T: Project success is a dynamic concept. How can we determine what matters most to the client at any given time? 

M: Success criteria evolve throughout the project lifecycle. For example, a client may initially request a comprehensive IT platform, but after 18 months, only one of its features turns out to be truly essential. In some cases, the original assumptions may prove unrealistic, requiring modifications to the scope. 

This is why regular communication with the client is crucial. Waiting until the project is completed to determine client satisfaction is a significant risk. 

Learn more about: Key considerations for successful project-based consulting . 

T: How to effectively “deliver” projects? 

M: Project success depends on changing client needs. Here are some strategies that help ensure successful project “delivery”: 

• Flexible approach to scope – It is not about accommodating every additional request but about delivering what is truly essential. 

• Prioritization of delivered functionalities – It is better to provide a smaller, high-impact scope that effectively solves the client’s key problems. 

• Proactive collaboration – Sometimes, the provider should advise the client on what is most crucial for their business. 

• Understanding the client’s strategy – If the client is undergoing organizational changes, implementing a large system may lose its relevance. Maintaining regular communication with the client is key. 

• Monitoring the project’s financial situation – The provider should understand whether the project remains profitable and how to manage it. Additionally, being aware of the client’s financial situation allows for timely adjustments. 

T: Do you think “delivering” a project is always in the provider’s best interest? 

M: The answer depends on the situation. As a project progresses, the following questions may arise: What if the project is generating losses? Should it still be continued? 

In some cases, renegotiating the contract or even withdrawing from the project may be the best option. The provider may also adjust the action plan – for example, focusing only on the project phases that are most valuable to the client and address their key issues. 

There are also scenarios where the provider chooses to continue the project because their business model relies on long-term implementations and system maintenance. In such situations, understanding and defining what success means at a given moment – for both the client and the provider – is essential. 

T: How to avoid project pitfalls? 

M: Concerns about project delivery challenges are valid. To mitigate risks, consider the following: 

• Building relationships with the client – Trust fosters better communication about evolving needs. 

• Continuously analyzing success criteria – Regularly ask: What is most important to the client right now? What determines success? 

• Remaining flexible – If the client changes their strategy, the provider may need to adapt accordingly. 

• Applying a pragmatic approach to scope – It is better to deliver the most crucial functionalities rather than an entire project that does not meet real expectations. 

T: What does “project delivery” really mean? 

M: “Delivering” a project is not just about completing the scope – it is about continuously adapting to the client’s evolving expectations and business realities. While effective project management requires adherence to deadlines, it also demands flexibility to adjust to changing conditions. Otherwise, a project may be “formally” completed but still perceived as a failure. 

Ultimately, the key is delivering real value that the client will recognize and appreciate, rather than rigidly sticking to the contract terms. And that is what true project delivery is all about. 

T: Thank you for the conversation, Marcin – “delivering” projects has been demystified.

You read conversation with Marcin, CEO People More.

For more insights on delivering high-stakes projects, check out Marcin Dąbrowski’s book: 10 Rules for Delivering Unrealistic Projects: How to Succeed in Complex and Challenging IT Projects.