Are Project Managers Being Set Up to Fail?

Let’s get real about the construction industry. Project managers (PMs) are being set up to fail, and the cracks are showing. We celebrate project success, but how often do we stop to ask: At what cost? PMs are expected to juggle impossible deadlines, shrinking budgets, and ever-expanding scopes—all while managing a diverse team of stakeholders, subcontractors, and clients with conflicting interests. Sound familiar?

Here’s the hard truth: the failure often starts at the top. Leadership fails to provide clear direction, adequate resources, and realistic timelines. And who bears the brunt? The PMs, who are left holding the bag, trying to meet unrealistic expectations. As I explored in my thesis, unrealistic expectations of project managers lead to systemic breakdowns, yet the finger is rarely pointed at leadership (Gardner, 2024).

The Expectation vs. Reality Gap: Is Anyone Listening?

What do project managers hear all too often? “Do more with less.” Tighten the budget, but don’t compromise on quality. Finish ahead of schedule, but meet every stakeholder demand. The expectations are wildly out of sync with reality. Research shows that 73% of PMs say unrealistic deadlines are the primary reason projects fail (PMI, 2022). But how often do those setting these expectations really understand the complexity of what they’re asking for?

In my own experience managing multimillion-dollar projects, I’ve seen it firsthand: senior management is often disconnected from the reality on-site. They set aggressive goals, fail to provide adequate resources, and then wonder why the project is over budget and delayed. It’s not a PM failure—it’s a leadership failure.

Leadership Failures: Where the Chaos Starts

It’s time we stop blaming PMs for failures that are baked into the system. Leadership sets the tone for project success or failure. Yet, many leaders are out of touch with the day-to-day realities of construction projects. Instead of supporting PMs, they often pile on unrealistic expectations and set them up for inevitable failure. My thesis found that the lack of clear scope, communication breakdowns, and insufficient resources from leadership are key factors in project delays and overruns (Gardner, 2024).

The Result? Chaos on the Ground

PMs are then forced into reactive management. They spend their time putting out fires, managing last-minute changes, and trying to balance demands from all sides. This reactive mode isn’t just inefficient—it’s unsustainable. Burnout is high, turnover is rampant, and talented project managers are walking away from the industry altogether.

Take a look at the stats: only 58% of projects finish within budget and 48% are completed on time (KPMG, 2022). Why? Because PMs are being asked to perform miracles under impossible circumstances. And yet, when projects fail, it’s often the PMs who are held accountable, not the decision-makers who set them up to fail.

What Needs to Change?

It’s time for a major shift in how we manage projects. We need to move away from the "just make it work" mentality and start setting PMs up for success. Here’s how:

Set Realistic Expectations: Senior management needs to base deadlines, budgets, and scope on actual project complexity—not wishful thinking. When projects are set up with achievable goals, PMs can lead more effectively.
Support PMs with Adequate Resources: Too often, PMs are given a skeleton crew and a shoestring budget but are still expected to deliver high-quality results. Leaders need to invest in the resources that match the project’s demands.
Foster Open Communication: PMs should be part of the planning process from the beginning. When leadership communicates openly and includes PMs in decision-making, the disconnect between the boardroom and the construction site narrows.
Empower PMs, Don’t Micromanage Them: Project managers thrive when they’re trusted to do their jobs. Micromanagement kills initiative and creativity. Empower PMs with clear direction and let them lead.

The Real Cost of Leadership Failure

Let’s face it: leadership failure is the real root cause of most project chaos. If senior management continues to set unrealistic expectations and fails to support their PMs, we’ll keep seeing the same cycle of budget overruns, delays, and stress.

It’s time for a change. If you’re a leader who’s still pushing your PMs to deliver miracles with fewer resources and tighter timelines, take a hard look at your own role in the chaos. Are you setting your PMs up for success—or for failure?

Hashtags: #ConstructionLeadership #ProjectManagement #LeadershipFailure #SetPMsUpForSuccess #ProjectChaos #UnrealisticExpectations #ConstructionIndustry #EmpowerPMs #LeadershipReform #BuildBetterProjects #StephenGardnerGoldCoast #StephenGardnerQueensland

Author Bio: Stephen Gardner, Gold Coast holds a PhD in construction project management, with a focus on the technical and interpersonal skills that define successful project leaders. A seasoned property developer and project manager, Stephen has led multi-million-dollar projects across Australia, including ISO 8 cleanroom facilities and large-scale commercial developments. His research focuses on leadership, project success factors, and the impact of unrealistic expectations on PM performance.

References:

Gardner, S. (2024). Technical and Interpersonal Skills and Characteristics of Successful Construction Project Managers. Griffith University.
PMI (2022). State of Project Management Report.
KPMG (2022). Global Construction Survey: Managing Complexity and Risk.