Meet Marcin, he is CEO People More.
Tomasz Michalik: Marcin, many people believe that unrealistic projects are more of an exception than a rule. What’s your take on this?
Marcin Dąbrowski: Unfortunately, it’s quite the opposite. We encounter unrealistic projects surprisingly often, and their causes follow certain patterns. This primarily stems from the sales process, where key decisions are made based on incomplete information, ambitious declarations, or even inflated expectations. As a result, such projects are set up for failure from the very beginning – whether due to unrealistic assumptions, tight schedules, or underestimated budgets. And as I mentioned earlier, these aren’t isolated cases; it’s a systemic issue.
T: We now understand that the sales process plays a major role. How does it contribute to the creation of unrealistic projects?
M: Fundamental project decisions are often made under pressure and conflicting interests. The client wants to get as much as possible for as little as possible, while the provider wants to sell quickly and profitably. This leads to contracts containing unrealistic assumptions – such as overly ambitious timelines, underbudgeted resources, or vague functional descriptions. On top of that, thorough pre-project analysis is often skipped on purpose to avoid questioning the entire concept.
T: Who is primarily responsible for the fact that a project is unrealistic from the start?
M: You can’t pin the blame on just one side. On the client’s end, decisions are usually made by leadership teams who define strategic goals but lack full operational insight. Meanwhile, on the provider’s side, sales teams focus on closing deals, and it’s only after the contract is signed that the implementation and technology teams must face the actual challenges. This leads to tension, rising costs, and inevitable delays – issues that could have been anticipated but weren’t addressed during negotiations.
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T: It’s often said that procurement processes are the main reason why projects turn out to be unrealistic. Would you agree?
M: Absolutely. Procurement processes tend to reward promises rather than real capabilities and readiness. Clients typically choose offers with the lowest price and shortest timeline, ignoring the fact that the actual costs will be higher, and the project will take longer. Additionally, procurement procedures don’t always allow for an in-depth verification of whether the proposed solution truly meets the business needs.
T: How can you recognize an unrealistic project?
M: Well… sometimes you realize it too late, and when you do, the consequences are painful. The first red flag is project delays, which lead to increased costs and tensions between the client and the provider. Another telltale sign is project team burnout, as teams are forced to operate in constant crisis mode – putting out fires instead of following a structured plan. Ultimately, the result is a higher overall cost and frustration on both sides.
T: So, what can be done if, during execution, it becomes clear that the project is unrealistic?
M: The key is to “face the truth” – stop pretending that the problem doesn’t exist. Conducting a thorough situation analysis is critical. You need to realistically assess the scope, schedule, and budget and then decide whether the project should continue, be adjusted, or even halted entirely. It may also be necessary to reorganize teams and redefine priorities to focus on the most crucial goals. Most importantly, open dialogue between the client and provider is essential to finding a solution that works for both parties.
T: Is it possible to avoid these issues and take a more realistic approach to projects?
M: Yes, but it requires a shift in mindset. First, both clients and providers must be honest about timelines and scope. Pre-project analysis should be the norm, not an optional step. Second, it’s crucial to avoid “fixed-price/fixed-scope” contracts in situations where change is highly likely – more flexible collaboration models often yield better results. Finally, transparency is key. Both parties need to communicate openly about challenges instead of sweeping them under the rug until the project reaches a crisis point.
T: Thanks for the conversation!
You read conversation with Marcin, CEO People More.
For more insights on delivering high-stakes projects, check out Marcin Dąbrowski’s book: 10 Rules for Delivering Unrealistic Projects: How to Succeed in Complex and Challenging IT Projects.
Tomasz Michalik
