Project Success and the Role of the Project Manager

What does project success truly mean—and who is responsible for it?

In this insightful episode of the 4PM Podcast, host Mounir Ajam unpacks one of the most misunderstood yet essential concepts in project management: success. From common ambiguities to deeper, systemic truths, this episode explores what success actually looks like, how to define it, and where the project manager fits in.

🔍 Topics Covered:

• Why “success” is often misused in business and project contexts
• The difference between project and project management success
• The Four Dimensions of Project Success (with a real-world hotel example)
• What should and shouldn’t fall under a project manager’s responsibility
• Why treating projects as investments—not isolated tasks—is the path forward

Whether you're a PM, an executive, or just someone trying to lead better projects, this episode will shift your perspective and challenge the traditional way we assign accountability.

📘 Learn more at www.urukpm.com
💬 Join the conversation on LinkedIn in the Transforming Project Management group.

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Chapters

• 0:00 Introduction to 4PM Podcast
• 0:43 Project Success and Accountability
• 1:56 Setting the Scene: Projects as Investments
• 5:35 The Project Manager's Role Part 1
• 7:32 Four Dimensions of Project Success
• 10:02 The Hotel Example and PM Responsibilities
• 11:31 Episode Conclusion and Key Takeaways

Transcript

Speaker 1: 0:02

Welcome to the 4PM podcast, where ideas take shape and strategies find purpose. I am Mounir Ajam, founder and CEO of Uruk Project Management, and I have a deep-seated passion for project management and community development, growing on decades of global experience across diverse industries and roles. I am here to guide you through the transformative power of the 4PMs project program, product and portfolio management and our focus on business integrated project management. Let's explore how integration unlocks unparalleled value for you and your organization. Good day and welcome back to the 4PM podcast. I am Mounir Ajam, your host. It's always great to be with you. Today's episode is another meaningful topic, especially for anyone committed to improving project performance in a meaningful, sustainable way. We are diving into a vital topic project success and the role of the project manager. Many project management and business practitioners use terms like project success, but how often do we stop and ask what does that mean? But how often do we stop and ask what does that mean? What success? Can we be specific and who is responsible and accountable? In this episode, we'll cover the ambiguity surrounding success, define it clearly and examine the project manager's role. We'll walk through the article in five parts, setting the scene, the role of the project manager. Part one, the four dimensions of success, and we include an example the role of the project manager. Part two why it all matters. Let's get started. Introduction Project success is a critical topic in project management and business in general. Yet when practitioners discuss project success, they often do so with significant ambiguity. When we in the business and project management community discuss success, we often fail to give the proper context. That ambiguity often leads to confusion and poor practices in an era where challenged and failed projects are almost taken for granted. Subconsciously, organizations have long tolerated and accepted project failure PMOs certifications and accepted project failure PMOs certifications. Guides, consultants and associations have not significantly reduced failures, at least project management failures. Is it not time to break this cycle? In this episode, we will share clear definitions, examine the current state and offer a solution for achieving a more mature, results-driven understanding of project success.

Speaker 1: 3:08

Setting the scene project or project management. One of the first gaps that we must close is clarity. We must provide the proper contact when writing, posting or discussing project success. And, for example, when we say a project failed, what does that mean? Is it over budget and all else is good? Did it face schedule delays but still make a profit? Or was it so bad that the owner had to terminate the project? Maybe the project was complete, but its product was not used or accepted. Therefore, providing context to understand what failed or succeeded is vital. Business investment it is crucial to remember. A project is a business investment. We broadly use business, encompassing private enterprises, government entities and non-profits.

Speaker 1: 4:06

A project exists not merely to complete tasks, but to deliver measurable benefits aligned with organizational goals, without realizing value. Execution alone is not enough. A project must lead to generating value for the organization System thinking. Some project management and business practitioners see project success as binary and are often linked or limited to the project manager and no one else. However, organizations are systems. Projects are systems. Systems have many parts. Different people lead each part. Keep in mind that a project equals investment. Therefore, the project system includes business strategic planning and finance governance, executive leadership, portfolio governance and project governance, product management, features, enhancements, product roadmap, etc. Operations, management, operation and maintenance, clearing bottlenecks, et cetera. Support function, marketing, sales, training, customer relations, et cetera. Project management leading the change from ideation to success, including ongoing planning and control. Accordingly, project success depends on the entire system. The project manager role part.

Speaker 1: 5:36

One of the triggers for this episode is the idea that project managers should expand their roles and own project success. Accordingly, a relevant question could be is the project manager responsible for project success? On the surface it might seem obvious that the answer is yes. However, the professional answer is it depends, considering the entire project system investment. Saying that the project manager is responsible for it might be short-sighted and misleading, unless we make the project manager an executive sponsor. So saying that the project manager should, must, own the project success without context can even be irresponsible. We realize there might be a rare exception where the project manager should be responsible for the entire venture, but these are rare. Some will say but the PM should be involved, that the PM should contribute, the PM should be aware, et cetera. Absolutely, the project manager has a significant role in the above, in delivering the product and in contributing to value generation. However, let us look at the big picture. Think of the project system investment as the big picture. The project manager's role in the investment and viability feasibility, market operations, etc. And viability, feasibility, market operations, etc. And across the product lifecycle is small.

Speaker 1: 7:12

Before I continue with the project manager's role, we need to explain the four dimension success model and give a real-world example a hotel. The four dimensions of project success. In 2010, our team developed the four dimensions of project success, one of the Rook Framework solution. Our model differentiates between technical success, project management success and objective success. This concept is a vital component of business integrated project management, where we integrate project management with the rest of the organizational functions. Here is a list of the four dimensions D1, technical success Assessing the product's technical success is primarily about quality and scope.

Speaker 1: 8:12

D2, project management Success. This dimension might be limited to cost, schedule, performance and competitiveness. D3, product delivery Success depends on D1 and D2, but could include other factors outlined in the project charter. D4, objectives Success concerns the success of the business case and the realization of the anticipated benefits. Visualizing reality, an example A company is launching a new hotel in a new city. A company is launching a new hotel in a new city. The hotel was completed per quality and scope, on time and within budget. D1 and D2 are achieved. However, after some time, the hotel fails to generate anticipated revenues. That's D4. And here it fails. Who is responsible for this outcome? Certainly not the project manager, who already exited post-delivery the project manager role. Part two, based on our model, the project manager is responsible for D1 and D2. They might influence D3, but they cannot and should not be responsible for D4.

Speaker 1: 9:35

Let's consider what a business venture like a hotel requires Strategic planning and feasibility, marketing and sales execution, operational performance All these lie outside the PM's control. So we must ask what can the project manager do in the above scenario? Why do we need the four dimensions? Success models should aim for continual improvement, not punishment or blame. We must investigate is it technical or project management? Is it sales, market or post-launch execution? Or is it external disruption? We need to learn from each project and apply lessons forward.

Speaker 1: 10:33

Project managers must expand beyond the triple constraint mindset. At Uruk we did that early. We include discovery and initial operations as part of the project lifecycle. We treat projects as investments, not just tasks to deliver. So, yes, project managers can do more, but should they become strategists, marketers and operation managers all at the same time? Probably not. Let's not stretch the role too far that it breaks. Project management is vital, but it is part of a bigger system. All right, my friends.

Speaker 1: 11:11

That brings us to the end of today's episode of the 4PM podcast. We discussed project success, the ambiguity around it and the rightful role of the project manager within a system-based model. We reviewed the four dimensions of success within a system-based model. We reviewed the four dimensions of success, clarified responsibilities and highlighted how to use this model for improvement, not blame. If you're interested in more, check out our content at wwworokpmcom and join the conversation on LinkedIn, especially the Transforming Project Management group. I am Munir Ajam, signing off. Until next time, remember, think beyond deliverables, focus on value and treat projects as investments. Take care, stay purposeful and stay well.