The Project Management Podcast
Aug 27, 2026 · 0 min · 9 segments
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Sarah GallagherGuestCornelius FichtnerHost
I hate this word disruption, because it makes it sound like stability is normal and, like, the sentence and disruption is the punctuation, and I think it's actually the opposite.

We are 80%, I believe, judged by how we end a project, because that's what people remember, not how it went in the middle.

And so handoffs are actually a really core competency that we've got to get good at.

When we wing it, we're a disorganized, rambling mess, and they'll retain [laughs] maybe 20% of what we say.

I think handoffs are where a tremendous amount of value leaks and a tremendous amount of risk seeps in.

And I always tell our PMs, success now, especially with this value lens, is if I were to go talk to your sponsor, and a- as I'm a consulting firm and our sponsors are clients, I do get that opportunity, is I want that sponsor to say two things.

One, they trust you to chase and maximize the value earned from the project, which is the perceived value exceeding the time and effort to do the thing in the first place.

And the second is I want them to be able to say, "I believe this project was less risky to do because you ran it." And I think the system we work in rewards confidence- More sometimes than it rewards competence.

But don't do it at the expense of competent people who you can teach competence to.

I hate this word disruption, because it makes it sound like stability is normal and, like, the sentence and disruption is the punctuation, and I think it's actually the opposite.

We are 80%, I believe, judged by how we end a project, because that's what people remember, not how it went in the middle.

And so handoffs are actually a really core competency that we've got to get good at.

When we wing it, we're a disorganized, rambling mess, and they'll retain [laughs] maybe 20% of what we say.

I think handoffs are where a tremendous amount of value leaks and a tremendous amount of risk seeps in.

And I always tell our PMs, success now, especially with this value lens, is if I were to go talk to your sponsor, and a- as I'm a consulting firm and our sponsors are clients, I do get that opportunity, is I want that sponsor to say two things.

One, they trust you to chase and maximize the value earned from the project, which is the perceived value exceeding the time and effort to do the thing in the first place.

And the second is I want them to be able to say, "I believe this project was less risky to do because you ran it." And I think the system we work in rewards confidence- More sometimes than it rewards competence.

But don't do it at the expense of competent people who you can teach competence to.
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