The Evolution of My Project Management Journey: Lessons Learned

In my seven years of project management, I’ve witnessed and experienced a multitude of approaches to organizing, executing, and delivering projects. From my early days as a dual student at Daimler Financial Services to my later roles at Mercedes-Benz, I’ve had the chance to observe how different methods and tools influence project outcomes. This journey has shaped my understanding of project management, revealing that while methodologies are important, they are not the sole determinants of success. In this blog post, I’ll walk you through my experiences, from student projects to large-scale IT rollouts, and share the key lessons I’ve learned along the way.

The Early Days: Learning the Basics

My introduction to project management came during my time as a dual student at Daimler Financial Services. Here, I was taught the fundamental concepts: the magic triangle of project management — budget/resources, scope, and time — had to be aligned to ensure success. Tools like the work breakdown structure (WBS), stakeholder analysis, and Gantt charts were emphasized as critical for planning and tracking progress.

My First Project: A “Welcome Day”

The first project I organized was a “Welcome Day” for new dual study participants. The project was led by a duo, with each of us taking responsibility for specific work packages. My work package involved organizing the evening activities, which included riddles, fun ice breaker tasks for the students, and coordinating with a restaurant. We used Excel to track our to-do lists and a status sheet to sync the work packages with each other and report to the project leads.

Did it work? Yes, it did. The project outcome — a successful introductory day for newcomers — was achieved. But was this success because of the Excel sheets we used, or because of the motivation of the individuals behind it? It was likely a mix of both. The tools provided structure, but it was the team’s commitment and energy that drove the project to success.

College Projects: The Value of Agility

In college, I participated in various projects, some of which had minimal documentation. One notable project involved developing a GPS tracking application that would wake users up when they were sleeping on a train. This was before GPS was widely integrated into smartphones, so we had to buy a separate GPS tracker, write the software, document the process, and present the product to an audience.

We received a high grade (1.3) for this project. Was this because of a well-defined scope or detailed work breakdown structure? Not at all. The project succeeded due to the team’s motivation and the agility with which we approached the problem. We built something that didn’t exist before, with unclear market demand and unknown skill requirements. In retrospect, we were working “agile” without even realizing it. This experience taught me that, in some cases, not overburdening a project with formal planning can be beneficial—especially when innovation and creativity are at the forefront.

Returning to Structure: Party Planning and Real-World Applications

After college, I spent some time in reporting roles, focusing on predictable tasks like IT budget management at Mercedes-Benz. These roles did not involve managing projects per se, as they were more about maintaining steady-state operations.

However, when I later took on a project management role, I decided to join a social club in Stuttgart that organized parties in large venues. This was a different kind of project management but similar in structure to the “Welcome Day” I had organized earlier. We set a budget, determined the scope (what kind of dance floors and acts we wanted), and set the most crucial element: the event date.

Applying Project Management Theory

I introduced project management theory to the social club members, many of whom had never used terms like work breakdown structure or timelines. By applying these concepts, we were able to organize a successful party with more than 800 guests, equivalent to a sold-out venue. Again, the tools and structure helped, but it was the motivation and collaboration within the team that truly made the event a success.

Interestingly, when a former club member who had been absent for five years tried to organize the next party without using any structured approach, the event was a disaster. Critical tasks were missed, communication failed, and the party was shut down early, leading to financial losses and dissatisfaction among attendees. This experience reinforced the importance of combining motivation with proper planning and documentation—especially in commercial or financially pressured environments.

The Corporate World: Agile Without the Name

My next career step at Mercedes-Benz involved rollout projects and IT changes, often under strict time constraints. A significant shift occurred when the new CIO introduced a mandate that no IT project should last longer than one year. This led to a more agile approach, even though we didn’t explicitly label it as such.

In one project, where we had to establish IT infrastructure for a new plant, we focused less on traditional documentation and more on immediate, actionable tasks. We created tickets (similar to user stories) for what needed to be done and trusted that everyone knew their roles. Despite the minimal formal planning, we delivered the IT infrastructure on time, within budget, and with the required quality.

What Is a Project?

Reflecting on these experiences, I began to question: What is a project, really? According to the Project Management Institute (PMI), a project is “a temporary endeavor undertaken to create a unique product, service, or result.” However, in my experience, some initiatives succeeded precisely because we didn’t treat them as traditional projects. We focused on the tasks at hand and trusted in the team’s expertise and motivation to get things done.

Five Key Learnings

After seven years of diverse project management experiences, here are my top five takeaways:

Structure and Tools Are Important, But Not Everything: Tools like WBS, Gantt charts, and stakeholder analysis provide essential frameworks, but they are not the sole determinants of success. The motivation and commitment of the team play a crucial role in achieving project goals.
Agility Is Valuable in Uncertain Environments: When working on innovative projects with many unknowns, a flexible, agile approach can be more effective than rigid planning. This allows teams to adapt quickly and focus on delivering value.
Commercial and Social Projects Require Different Approaches: While informal approaches might work for small-scale or purely social projects, commercial projects, especially those with financial implications, often need more structured planning and documentation to ensure success.
The Role of Leadership and Communication: Effective project management is not just about following a plan but also about leading a team and ensuring clear communication. This is especially critical in high-stakes environments where miscommunication can lead to significant issues.
Understanding the True Nature of the Project: Not every task or initiative needs to be treated as a traditional project. Understanding the unique requirements and context of each endeavor allows for more tailored and effective management strategies.

Conclusion

Project management is not a one-size-fits-all discipline. Over the years, I’ve learned that the right approach depends on the context, the team, and the specific goals of the project. While structure and tools provide a necessary foundation, it’s the combination of these with human motivation, leadership, and adaptability that truly drives success. As the landscape of project management continues to evolve, especially with the rise of agile methodologies, understanding when to apply structure and when to embrace flexibility will be key to managing successful projects in the future.