A Good Project Will Get the Right People It Needs
Success in project management hinges on one fundamental principle: getting the right people involved at the right time. This is true across industries, whether in engineering, healthcare, or technology. History shows that even the most brilliant ideas can fail if the right people are not engaged to bring the vision to life.
So, let’s dive into the dynamics of how good projects naturally attract the right people, explore historical examples, and learn why this is so essential to project success.
The Importance of People in Project Success
While processes, tools, and technologies are important, people are the engine that drives any project forward. Having a highly skilled, motivated, and collaborative team increases the likelihood of success.
As you all know, a project needs people with the right mix of technical skills, creativity, problem-solving ability, and leadership.
Projects often evolve, and as they do, their human resource needs change.
A successful project recognizes this early and secures the talent that will ensure it thrives. As former IBM CEO Lou Gerstner once said, “It’s all about people. I believe a company’s best assets walk out the door every night.”
Identifying the Right People: The iPhone Case Study
One of the most striking examples of a project attracting the right people is the development of the iPhone.
When Steve Jobs set out to create a revolutionary smartphone, he understood that the success of the project wouldn’t just rely on his vision but on gathering a team of exceptional talent from diverse industries. The challenge was not just about creating a phone, but redefining what a phone could be.
Jobs knew he needed experts from fields that went beyond traditional mobile technology. Apple pulled in top hardware engineers who could design miniaturized components with advanced battery life.
They attracted software developers who could create a seamless user interface and operating system, one that reimagined how people interacted with their devices. In fact, Jobs famously recruited Tony Fadell, who had been involved in the creation of the iPod, and who brought his experience to develop the hardware of the iPhone.
But the iPhone was more than just technology—it needed to feel right in the hands of users. For this, Jobs assembled a top-tier design team led by Jony Ive, Apple’s Chief Design Officer, who envisioned a sleek, minimalist device that would be both beautiful and intuitive to use.
Jobs and Ive worked closely to create the iconic iPhone design, focusing on details like the rounded edges, the touch-sensitive screen, and the single home button—elements that made the iPhone stand out in a crowded market.
In addition to technical and design talent, Jobs knew that the iPhone would need to connect to users on a personal level. This is why Apple involved marketers and product managers who could articulate the iPhone’s revolutionary features in ways that resonated with everyday consumers.
They created a compelling narrative around the device, positioning it not just as a phone, but as a pocket-sized computer that would transform how people live and work.
The iPhone succeeded because it attracted the right people across disciplines—visionaries, engineers, designers, and marketers—who were not only technically skilled but shared Jobs’ relentless drive for innovation.
This collaborative, multidisciplinary approach is what allowed the iPhone to disrupt the mobile phone industry and set new standards for technology design.
Just like in the below NASA’s Apollo program, the iPhone project proved that assembling the right team is critical for success. The vision was crucial, but it was the people who made that vision a reality.
Historical Example: NASA’s Apollo Program
Perhaps one of the greatest examples of a project that attracted the right people is NASA’s Apollo program, specifically Apollo 11, which resulted in the first moon landing in 1969. The space race was not just about having the right rocket technology but about gathering the best scientists, engineers, and astronauts.
The U.S. government’s ambitious goal to put a man on the moon required a multidisciplinary team of the world’s top minds, including aerospace engineers, mathematicians (many of whom were women and people of color, highlighted in the movie Hidden Figures), and project managers.
Wernher von Braun, a brilliant German-American aerospace engineer, played a key role in designing the Saturn V rocket. His experience in rocketry during WWII was controversial but invaluable to NASA’s success. Similarly, Margaret Hamilton, a software engineer, led the development of the on-board flight software that made the moon landing possible.
Without assembling the right people, from visionary leadership to the technical specialists, Apollo 11 could have remained just another grand idea.
How the Right People Transform Projects
When the right people are onboard, a project’s potential for innovation multiplies.
Here’s why:
- Diverse Skill Sets: The more perspectives you bring to a project, the more opportunities there are for solving complex problems. For example, when Steve Jobs returned to Apple in 1997, he attracted top talent from various sectors, including marketing and design, to create the iMac and the iPod. These products revolutionized Apple and the tech world.
- Shared Vision: When a project naturally attracts the right people, it is often because of a shared sense of purpose or passion. In 2012, SpaceX was building its first reusable rocket. Despite many failures, engineers believed in Elon Musk’s vision of affordable space travel. That common vision kept the team together and focused even when setbacks mounted.
- Effective Collaboration: The right people don’t just bring technical skills—they bring collaboration skills. In Pixar’s early days, films like Toy Story succeeded because of the collective effort of animators, writers, and directors who worked together fluidly, breaking industry boundaries in the process.
Identifying the Right People
One of the hallmarks of successful projects is their ability to identify not just talent, but the right talent at the right time. This often means understanding the different roles needed at various stages of a project:
- At the start: You need visionary leaders and strong planners who can map out the project’s strategic goals.
- During execution: Technically skilled individuals who can deliver within the time, cost, and scope constraints are vital.
- In the later stages: Specialists in quality control, product launch, or change management may become key to ensuring the project’s final success.
For example, during the development of the iPhone, Apple brought in experts from across industries, including interface designers, software developers, and hardware engineers, to ensure the device was both revolutionary and user-friendly.
The Role of Project Managers in Attracting the Right People
Project managers play a pivotal role in ensuring a project has the right people. They often act as talent scouts, identifying and securing the expertise that will meet the project’s needs.
Successful project managers, like the legendary Dr. W. Edwards Deming, who revolutionized Japan’s manufacturing post-WWII, knew that finding the right people—whether in leadership or technical roles—was the key to sustained success.
Modern frameworks like Agile and Scrum emphasize the value of collaborative, self-organizing teams.
These methods work because they create an environment where the right talent is naturally drawn to a project.
Cross-functional teams in Agile projects, for instance, work best when people with different skills come together, removing silos and fostering innovation.
Conclusion: Why It’s Time to Prioritize People in Projects
The best projects don’t just happen—they are engineered by talented individuals who share a vision and a commitment to excellence.
When a project manager or an organization prioritizes getting the right people on board, the outcomes often exceed expectations. History repeatedly shows that no matter the industry, the right people are what turn visions into reality.
So, the next time you’re starting or managing a project, remember: It’s not just about tools or timelines; it’s about assembling the best team for the job. Like the Apollo missions or the creation of the iPhone, a good project will naturally attract the right people it needs—and when it does, the sky’s the limit.
Join Our Community of Informed and Inspired Readers! Subscribe Today for Exclusive Updates and Insights!
Once again, thank you so much for taking the time to read this article. For more content on Project and Operations Management and best practices, I encourage you to explore my other articles here at www.projinsights.com
Your comments and feedback are always welcome and appreciated at contact@projinsights.com
If you enjoy my content and would like to show your support by purchasing a coffee
I would also appreciate it if you please subscribe to check out my daily blog posts and do share it with your family and friends. Thank you!