The IT Summit is here in Denver, attracting over 700 participants. Attendees know the challenges of running successful IT projects. Many have PMI certification. Others know PMO (Project Management Office) best practices. Many more have emotional scares from “death marches” and “projects from hell”. However, almost none know the eight hidden beliefs that determine project success.

Business and IT leaders know that 50% of enterprise projects are never completed and another 20% to 30% never produce the expected financial results. Despite the increase in number of certified project managers, the success rate of projects has changed little over the last 20 to 30 years. Why?

A reasonable conclusion is that the skills of project managers are not as important to success as other variables (or that certification doesn’t significantly increase competency). What other variables matter?

Many problems have been documented: new technology, shifting business priorities, weak business sponsorship, changing requirements, expanding scope, insufficient resources, etc. Probably 80% of the problems, at a root-cause level, are not the technology, but the people. Here are eight beliefs that determine the success of any change project. These are taken from the realm of psychology.

1. Is the Outcome Knowable?

This is a belief about clarity and certainty. Problems occur when there is confusion or uncertainty regarding the final result. One can install a CRM system, but will it really increase customer loyalty and increase customer retention by 50%? Will it increase or decrease the size of the customer service staff?

2. Is it Desirable?

This is the ratio of pleasure to pain (often fear). Some outcomes are more desirable than others. Some projects have negative consequences: layoffs, less challenging work, more impersonal interactions with customers, fewer suppliers, etc.

3. Is it Possible?

Possibility or impossibility tends to be a yes or no answer, but some variability exists. Highly possible means there are many clear paths to success. Impossible means few paths and all blocked or no paths at all.

4. Is the Process or Outcome Ethical?

Some results or some actions of a project may be deemed unethical. If the numbers in the business case are exaggerated to sell the project or people who will be let go are told otherwise, these ethical lapses could undermine the success of the project.

5. Is the Process Reasonable?

This has to do with the level of effort and difficulty of the process. Sometimes the outcome is desirable, but the process is too emotionally, physically, or financially costly, making it unreasonable. For example, a project with a large outflow of cash, at a time when cash is scarce would be such a project. A death march for a battle weary staff also could be considered unreasonable.

6 Am I/ are we Capable?

Capability has to do with knowledge, skills, and thinking strategies. The rule of self-efficacy applies here: people perform according to their perceived capabilities, not actual capabilities. In other words, if people don’t think they have the knowledge, skills, or thinking strategies to pull it off, they won’t.

7. Am I/are we Responsible?

People can think the outcome is important, beneficial, ethical, etc., but not believe they are responsible for making it happen. People won’t act or commit if they believe tasks or results are not their responsibility.

8. Am I/ are we Worthy?

Low self-worth is a deep secret buried in organizations. “We fail every time we do a big project; we just aren’t good at it.” “People here are too X (selfish, incompetent, arrogant, stupid…) to be successful.”

As you finish reading this list, most of you are remembering problem projects right now. It’s hard to doubt the power of the eight hidden beliefs, now that you are beginning to let them blend with your memories, isn’t it? As you can imagine, all project efforts and results are governed by the relative strengths of beliefs and doubts. As your awareness expands, you will likely find new insights coming to mind, now and in the coming days.

I am sure you will find it hard to doubt the value of knowing the eight hidden beliefs of change and becoming a master of change leadership.

Thanks for opening your mind…and may all your future projects be believable.

Keywords: Change Leadership, Change Leaders, Project Tune Up, Business Culture, project failure

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Michael Cushman, The Engaging Guru, wants you to master enrolling others in your truth, get the goodies of life, and change the world.  www.engagingchange.com