Every project manager eventually encounters situations that go beyond the textbook. Projects often begin with an evolving vision, flexible milestones, and opportunities that take shape as the journey progresses. The challenge is to bring structure, alignment, and momentum while helping turn that vision into a successful outcome.
In this edition of our Master Talk series, we spoke with Jozsef Enisz, Senior Project and Program Manager at Zenith Vanguard. With over twenty years of experience leading enterprise IT transformation programs across the manufacturing, energy, banking and pharmaceutical industries, he recently completed a very complex assignment.
József joined an initiative to expand the enterprise application support capabilities. We asked him what happens when you’re expected to manage a project that isn’t following well-known project principles.
Q: In what ways was this assignment different from a traditional project?
József ENISZ: From a project management perspective, it was a unique and rewarding challenge. The engagement started with a high-level project framework, an existing project charter, and a clear business vision, while many of the detailed delivery elements were intentionally designed and refined as the project evolved. Our objective was to establish a scalable application management capability and gradually assume responsibility for supporting the organization’s enterprise SAP landscape.
The challenge wasn’t delivering predefined work. It was translating a leadership vision into actionable work packages, priorities and measurable progress, as well as gaining stakeholder buy-in. In such an environment, the people who are delivering the actual work often feel unstable and unsupported by management.
“Sometimes project managers don’t receive a project. They have to create one themselves.”
At the same time, several major initiatives were running in parallel, including SAP RISE, cloud migration, data centre and supplier changes, as well as the T&T program. Priorities kept changing, new dependencies emerged, and different business interests pulled the project in different directions.
Q: What was the biggest challenge?
JE: Technology itself was not the primary challenge. The greater complexity came from delivering change within an active operational environment, where key experts were balancing project activities alongside their day-to-day responsibilities. As a result, priorities naturally evolved over time, requiring close stakeholder alignment, careful planning, and continuous collaboration to maintain delivery momentum.
“Leadership support makes the difference.”
I quickly realised that project management best practices alone wouldn’t resolve these issues. One of the most important lessons I learned was that a project manager is not a magician. While we can create structure, identify risks, coordinate people and escalate issues, organizational resistance cannot be removed by the project manager alone.
Q: What helped to move the work forward?
JE: Everything changed once the leadership actively supported the initiative.
When the department leadership had aligned behind the objectives, the atmosphere gradually shifted. The team moved from resistance towards collaboration, allowing us to focus on delivering results instead of defending the direction.
During the assignment, we completed the takeover of all in-scope major SAP application support areas and delivered two successful non-SAP pilot transitions.
Looking back, this reinforced something many project managers experience throughout their careers: successful delivery depends as much on organisational alignment as it does on planning and execution.
Q: What did you take away from this experience?
Adaptability.
Every project manager learns about methodologies, frameworks and best practices. While these are important, reality doesn’t always follow the textbook. Sometimes you have to deliver in an environment that contradicts everything you have learnt.
“This assignment also reinforced another important lesson about working as a freelancer. Uncertainty is part of the profession.“
Projects evolve and change over time, organizations restructure and priorities shift. Regardless of what happens around you, your responsibilities remain the same. Continue creating value until your very last day. Professionalism isn’t measured when everything goes according to plan. It’s measured by how consistently you deliver when the environment around you changes.
Every assignment leaves behind lessons that extend well beyond a single project.
For József, this experience reinforced the idea that project management is about understanding the environment, adapting to changing circumstances and continuing to drive the project forward, even when conditions are far from ideal.
Resilience is one of the most valuable skills a project manager can develop. Projects change, priorities shift and organizations reorganize. Throughout all of this, your responsibility remains the same: continue creating value until your very last day.