Within the EU-funded REFORMERS project, we work across diverse contexts — from large corporations experienced in structured project environments to local communities like Plan Oost and the small industrial area Oude Werf in Heiloo. This diversity brings both richness and complexity. One recurring challenge is the assumption that project success can be engineered through tools alone.
In many organizations, project management is still seen as a matter of instruments: Gantt charts, KPIs, dashboards, progress reports. But as organizational advisor Teun van Aken argued in his doctoral research (1996), this belief may be misleading. His findings suggest that the more formal tools project leaders use, the lower the chance of success. This counterintuitive insight challenges the illusion of control that often dominates project environments.
The Illusion of Control
Van Aken’s research shows that success is not primarily determined by tools, but by the working style of the project leader. It’s not the instruments themselves, but how — and whether — they are used that makes the difference. A rigid focus on process can undermine flexibility, creativity, and responsiveness, especially in projects that are socially embedded and context-sensitive, like those in Plan Oost.
Goal-Oriented Over Process-Oriented
His studies demonstrate that a goal-oriented approach is more effective than a process-driven one. Rather than following every step “by the book,” successful project leaders keep the end goal in sight and adapt their methods accordingly. In community-based energy projects, such as the neighborhood battery initiative in Heiloo, this flexibility is essential. Over-structuring can stifle innovation and local engagement.
Leadership as the Key
So what does work? Leadership. Not in the hierarchical sense, but as the ability to motivate, connect, and guide people. Project leaders must be given the freedom to shape their approach. Excessive structure can limit a team’s adaptability. Leadership here means fostering trust, enabling participation, and steering toward results — not blindly following templates.
Team Roles Matter
Another crucial factor is team composition. Meredith Belbin’s model of nine team roles highlights the importance of behavioral diversity: from the creative Plant to the detail-oriented Completer Finisher, and the socially attuned Team Worker. A successful team needs a balanced mix. Missing roles can lead to blind spots — for example, no one challenging assumptions or maintaining group cohesion.
What to Do When Roles Are Missing?
- Assess the team profile using tools like the Belbin test.
- Redistribute responsibilities or bring in new members.
- Be aware of what’s missing — you don’t need to fix everything, but you do need to know.
Conclusion: People Over Methods
Whether you use PRINCE2, Agile, Scrum, or no formal method at all — project success depends on people. Not on tools. Not on structures. But on leadership, working styles, and team dynamics. This is especially true in REFORMERS, where we bridge the gap between corporate systems and local realities.
As one partner put it: “Instagram without strong blogs is like Amazon without books.” Visual tools attract attention, but real fulfillment happens through substance — through engagement, knowledge, and trust.
Let’s keep that in mind as we build the future of energy together.
Bronnen
Aken, T. (1996). De weg naar projectsucces. Utrecht: De Tijdstroom .
Belbin, R. (1998). Teamrollen op het werk (Teamroles at work) . Schoonhoven: Academic services.
Hofman, H., & Kokke, L. (2000). De weg naar project succes. Bedrijfskundig vakblad, 23-26.
Hofman, H., Foks, O., & Kokhuis, J. (2000). Scenario’s voor kennisomgevingen. Assen: van Gorcum.
