Committees Don't Deliver Projects. Teams Do.

Why adopting real project management principles is now mission-critical

In our world of associations, ambition often runs high - new websites, digital transformation, CRM overhauls, or rebranding efforts. Yet despite good intentions and long hours, many of these projects fail to deliver on time, on budget, or with the expected impact. Why? Too often, it’s death by committee.

Associations are inherently democratic and consensus-driven. That’s their strength, but in project delivery, it’s often their Achilles' heel. Projects are derailed not by malice or incompetence, but by vague decision rights, overlapping roles, shifting scopes, and a belief that “everyone should have a say.” The result: unclear objectives, endless meetings, and paralyzing indecision. Sound familiar?

This isn’t just frustrating. It’s wasteful. When a project drags on for months (or years!) without delivering, the costs aren’t just financial. They erode staff morale, member trust, and strategic momentum.

So how do we fix it?

We should stop treating projects like policy consultations and start treating them as what they are: complex, time-bound endeavours that require discipline, focus, and trade-offs. In short, we professionalise project management.

Here’s what that looks like:

• Clear governance: Every project needs a sponsor, a project manager, and a defined team. These roles must have authority to act. The board sets strategic direction, but doesn’t micromanage delivery.

• Agreed scope and objectives: No more “we’ll figure it out as we go.” Scope creep is the death knell of delivery. Successful projects begin with agreed objectives, outcomes, timelines, and success criteria.

• Disciplined change control: Yes, priorities shift; but changes must be documented, justified, and approved, not smuggled in informally. This keeps teams focused and accountable.

• Decisions over deference: Input is important, but not everyone needs a vote. Committees should advise, not control. Project teams need authority to make decisions quickly and move forward. And that authority must be respected by all involved.

• Transparency and communication: A good project doesn’t happen in a silo. Associations should invest in regular progress updates, stakeholder briefings, and risk reporting to keep people informed, and not to seek retroactive approval.

This isn’t about importing cold, corporate structures into warm, member-driven communities. It’s about protecting time, budgets, and outcomes so that associations can do what they do best: serve their members.

If we want to maintain trust in our profession, demonstrate credibility in our leadership, and deliver meaningful innovation, we must stop hiding behind process and start owning our projects. That means clarity over consensus, delivery over discussion.

Associations that embrace good project management principles won’t just deliver better projects. They’ll build a culture that values accountability, transparency, and results.

It’s time to put an end to death by committee. The future of your association’s success might just depend on it.

If you’re wrestling with a high-stakes project or struggling to move beyond endless meetings, maybe it’s time to bring project discipline to the table. Let’s talk. Or if your team needs some PM training, check out my courses at https://www.you-elevated.com/training.