Manage Your Runway, Not Just Your Plane: Why Project Delivery Capability is Key for Project Success
- Shlomi Ozalvo
- Sep 6
- 3 min read
Updated: Sep 7
In the world of business, we often measure project success by the skill of the project manager. We celebrate their ability to manage budgets, mitigate risks, and steer a complex plan to completion. This focus is understandable; a project manager's capabilities are crucial. But it tells only half the story.
To truly excel, an organization needs to understand the critical distinction—and interdependent relationship—between Project Management Capability and Project Delivery Capability.
Think of your project managers as pilots. They are highly trained professionals, masters of their craft. They understand the mechanics of the aircraft (the project plan), know how to navigate turbulence (manage risks), and are responsible for getting the passengers (stakeholders) to their destination on time. Their skills—from strategic planning to stakeholder communication—are the bedrock of their ability to execute a successful flight. This is your Project Management Capability.
Now, consider the airport. This is the entire ecosystem that makes the flight possible: the air traffic control tower, the maintenance crews, the ground services, the runways, and the fuel supply. The airport's efficiency, infrastructure, and coordination directly impact the pilot’s ability to take off, fly, and land safely. A pilot, no matter how skilled, is limited by a malfunctioning air traffic control system, a poorly maintained runway, or a delayed fuel truck. This is your Project Delivery Capability.
The Critical Distinction
Project Management Capability is a tactical skill set focused on the individual project. It's about the "how" of a single project: how we manage its scope, schedule, and resources.
Project Delivery Capability, on the other hand, is an organizational strength. It's about the "what" and the "why" of all projects: the culture, systems, and processes that enable the entire organization to execute projects effectively. It’s the ability to select the right projects, align them with business strategy, and ensure departments work in synergy.
When a project fails, the immediate inclination is to blame the pilot—the project manager. But often, the root cause lies in the airport. Was the project selected strategically? Was the necessary budget approved in time? Were the required resources allocated?
Synergy for Success: Three Pillars of Project Excellence
Outstanding project delivery is not a solo sport; it's a team effort. A strong Project Delivery Capability empowers your project managers to reach their full potential. It’s about building a robust "airport" that allows your "pilots" to perform their best.
True synergy is built upon the collaboration of three key players:
1. Professional Excellence of Project Management Capabilities
The organization must continuously invest in raising the professional maturity of its project managers. This is achieved by implementing supporting tools, improving management routines, and developing their skills through training and personal mentoring.
2. Commitment and Ownership from Resource Managers
Resource Managers serve as the project's support base. They are required to ensure their teams' commitment and ownership to the optimal execution of tasks, according to the scope and schedule defined in the project plan. Furthermore, they must use the organization's selected project management tools and accept the project manager as the leader responsible for the project's success. Their role is to help the project manager succeed in their organizational mission and to respect their authority and role.
3. Active Involvement of the Sponsor and Key Stakeholders
The executive sponsor and key stakeholders act as the project's control tower. They must be actively involved—be available for significant escalations, help with critical decision-making, and remove bureaucratic, political, and procedural obstacles. Additionally, they must ensure the commitment and involvement of the resource managers and guarantee that the project's objectives remain aligned with the company’s strategic goals.
True excellence requires both. You need skilled pilots who can navigate any turbulence, and a well-oiled airport that provides the infrastructure and support they need to succeed. Only when these two capabilities work in harmony can an organization consistently achieve its strategic goals and drive real business value.
