Christopher Global

It is critical to recognize the role of organizational culture when discussing product and service delivery. Delivery excellence cannot be achieved in environments where leadership lacks a nuanced understanding of the complexities that project managers (PMs) face. When leaders assess PM performance without direct experience or knowledge of the challenges involved, a significant disconnect emerges—one that can severely hinder project outcomes.

Achieving delivery excellence requires more than simply meeting expectations. It demands alignment and coordination between internal and external stakeholders. Unlike many roles that operate with less interdependence, PMs function in a unique space—they are accountable for outcomes but often lack formal authority. This makes their role particularly complex, as they must rely heavily on influence, collaboration, and communication to meet objectives and drive success.

For PMs to succeed, they require leadership that not only understands these challenges but also actively supports a culture of cooperation and shared accountability. PMs do not own deliverables in isolation; their success depends on the seamless integration of multiple teams and functions. It’s essential for leaders to examine the strengths and weaknesses within their delivery culture. Who truly holds responsibility for delivery excellence? How engaged are they in the operational aspects that drive day-to-day project success, beyond simply maintaining an executive presence?

Leaders often excel at the strategic level but fall short in providing the operational support that underpins PM performance. Addressing these gaps is vital for ensuring project quality and governance. Ultimately, the question isn't whether your PMs are capable—it’s whether your organization is structured to fully support delivery excellence. This is about more than individual PM performance; it’s about the entire system that enables them to succeed.