The figures are sobering: between 50 and 75 per cent of all corporate projects fail to meet their objectives or do not deliver the expected benefits. This is shown by studies carried out by the Project Management Institute (PMI) and Deutsche Project Management Association (GPM). But there is another side to the story – projects that succeed in achieving their goals despite all the challenges.

What distinguishes successful projects from failed ones? We have analysed the most renowned international studies and combined them with 25 years’ practical experience of technology-driven transformation projects. The result: 10 scientifically proven success factors that make a real difference in practice.

Clear objectives provide direction for projects, help prioritise decisions and enable resources and risks to be managed effectively. Studies by PMI and the Standish Group show that projects with clearly defined objectives are up to three times more likely to succeed than those without precise objectives.

Learning for project managers (PM): Set objectives at an early stage, in consultation with all stakeholders, and ensure they are measurable. Without clear objectives, everything else is a waste of time.

Studies clearly show that the more regular and transparent communication is, the higher the success rate. However, successful communication involves more than just weekly meetings and status reports. In practice, the following approach has proven effective: daily dialogue with each individual project team member and a regular on-site presence, rather than relying solely on remote management.

Learning for PM: There is endless scope for misunderstandings. If you really want to communicate effectively and transparently, you must, above all, be able to listen.

Project managers are leaders without disciplinary authority. Their ability to motivate and resolve conflicts is therefore crucial, as demonstrated by the 2015 study conducted by Koblenz University of Applied Sciences and GPM. In practice, this means establishing clarity of roles from the outset and making it clear who makes which decisions – the project manager or the steering group.

Learning for PM: In a nutshell, leadership means intervening successfully in situations where decisions are uncertain. In project management, this means taking responsibility and making decisions – even when they are uncomfortable.

The project management maturity level indicates how systematically an organisation manages projects to ensure their success. A higher maturity level means greater predictability, better processes, more competent teams – and projects that genuinely contribute to the organisation’s strategy. Research shows that higher project management maturity leads to better outcomes, particularly in terms of budget and schedule. But be aware: the effect varies depending on the sector, project complexity and success criteria.

Learning for PM: Make use of existing options, but be sure to adapt them to the specific requirements of the project. A high level of maturity means tailor-made solutions, not as much bureaucracy as possible.

In its study, the Association for Project Management shows that projects are particularly successful when the core team comprises members with the relevant specialist expertise. In practice, every project needs seven to eight capable people – and the authority to make specialist decisions relevant to the project.

Lessons learnt for project managers:

• Team quality trumps quantity

• Invest in the selection of your team

• It’s better to start a bit later, but with the best team – you’ll easily make up the lost time

• Don’t just look at the team’s composition, but also at the hours they are available to work

• Reach clear agreements with the project team’s line managers regarding their working hours

Projects in which the client is highly committed are significantly more successful, as demonstrated by the study carried out by Koblenz University of Applied Sciences in collaboration with GPM. In practice, this means: ensuring a positive project atmosphere, being attuned to the mood within the team, and dealing creatively with flagging energy levels – for example, by setting aside a budget for fun activities.

Learning for PM: Motivation doesn’t just happen by chance – it needs to be actively nurtured.

Conflicts are normal – but they must be resolved if the project is to be successful. If a conflict cannot be resolved or even jeopardises the project’s success, the rule is: promptly remove from the project those who are making its success less likely.

Learning for PM: Distinguish between critics – you need at least one of them on the project, as they’ll tell you even the hard truths – and naysayers, who are pursuing their own agenda. You really don’t want the latter on the project.

According to the PMI, good planning is the foundation of successful project management. Experience shows that when projects fail, it is usually in the first third. You should therefore build in some hidden buffers.

Learning for PM: Build a solid foundation for your project and invest time and energy in the initial stages. This extra effort will pay off later on.

Agile methods often yield better results – but not in every situation. Experience shows that a well-thought-out mix of methods delivers the best results.

Learning for PM: Think of methods as tools rather than as gospel – choose them according to the situation.

According to the PMI, success is increasingly defined by perceived value. In practice, this means that the end customer must never be made aware of internal problems – always have a contingency plan in place.

Learning for PM: I always have a Plan B up my sleeve when dealing with customers. After all, customer satisfaction is non-negotiable.