Why Traditional Project Management Doesn’t Work for the Creative and Cultural Sector (and What to Do Instead)
Creative projects are inherently complex, often involving multiple stakeholders, evolving objectives, and the need for flexibility. Traditional project management methodologies, with their rigid structures and linear processes, frequently clash with the dynamic and fluid nature of artistic initiatives. This misalignment can lead to challenges that hinder the successful delivery of creative projects.
The Complexity of Stakeholder Engagement
Creative projects typically involve a diverse array of stakeholders, such as artists, funders, community members, and audiences, each with unique expectations and definitions of success. This complexity can make alignment difficult. In fact, an Arts Council England review found that “poor management of stakeholder relationships, especially the relationships between project partners, was a common issue among projects that faced challenges”. Differing expectations mean success is defined in multiple ways; for example, policymakers, practitioners, and participants in cultural programs often have very different visions of success or value. If traditional project management, which usually emphasises a single set of objectives, fails to reconcile these perspectives, conflicts can derail the project.
The Garden Bridge project in London serves as one such cautionary tale. Despite significant investment, the project was ultimately abandoned due to a lack of clear vision and insufficient stakeholder engagement. A report highlighted that the business case for the bridge was weak, and the purpose of the project was confused and unclear. Specifically, “lack of clear vision” and failure to secure community buy-in contributed to the project’s failure.
Navigating Financial Uncertainty
Funding in the arts sector is often precarious, with projects relying on a mix of grants, donations, and ticket sales. This financial instability can disrupt project timelines and objectives.
As recently reported by the BBC, “core funding for UK arts and cultural organisations fell by 18% between 2010 and 2023”. Such cuts have forced many organisations to operate with limited resources, making traditional project management approaches, which often assume stable funding, less effective.
Embracing Flexibility in Project Management
Traditional project management methodologies, like PRINCE2 or Waterfall, emphasise detailed upfront planning and linear execution. However, creative projects often evolve organically, requiring adaptability and a more ‘trial-and-error’ form of development.
A Culture24 report in The Guardian emphasised the importance of embracing failure and experimentation in the arts, noting that rigid project management frameworks can stifle creativity and innovation: while embracing failure and experimentation is healthy in the arts, “trying to keep failure within a strict project management framework can take attention away from a more personal ingredient: vulnerability”.
Redefining Success in Creative Projects
Success in the arts isn’t solely measured by timely delivery or staying within budget. Impact, community engagement, and artistic quality are equally, if not more, important. Traditional project management metrics may not capture these nuanced outcomes.
For instance, a community art project might exceed its budget but create significant social cohesion and local pride. Such intangible benefits are invaluable, yet they often fall outside the scope of conventional project evaluations. Creative projects require a tolerance for ambiguity that standard project management frameworks weren’t designed for.
This is where purposeful evaluation really proves its value – not just to tick boxes for funders, but to understand what worked, what didn’t, and what meaningful change was made. By capturing both the measurable outcomes and the more subtle impacts such as shifts in perception, confidence and connection, project teams can reflect more honestly on their process and carry learning into the next piece of work. As creative projects rarely follow a standard formula, the goal of evaluation should not be to draw comparisons, but to draw learning.
So What Should You Do Instead?
If traditional, linear models don’t always work in creative contexts, what does?
The good news is that there isn’t just one “right” way to manage a creative project. In fact, part of the skill lies in choosing the approach that suits the project’s size, complexity, and intended outcomes. Below are four key approaches worth considering, all of which are introduced and explored in Artswork Professional Development’s Project Management for the Arts training, along with some advice on when to use each one:
Waterfall
Despite its rigidity, the Waterfall model still has its place. It’s most effective for straightforward projects with clearly defined goals, timelines, and deliverables – such as installing an exhibition, producing a printed publication, or delivering a one-off event with a fixed deadline. However, it leaves little room for change once things are underway, so it’s less suited to experimental or collaborative work.
Agile
Agile was originally developed for software development, but its emphasis on adaptability, responsiveness, and teamwork can be highly effective in creative settings. It’s useful when the project is exploratory, evolving, or co-created. For example, developing a participatory arts programme with community partners, where the outputs and direction may shift over time. Agile allows you to test, learn, and adapt as you go.
Lean
Lean thinking focuses on maximising value while minimising waste. This is an especially helpful approach for arts organisations working with tight budgets or limited capacity. It encourages teams to streamline their processes and only focus on what will have the greatest impact. It’s well suited to start-up ventures, pilot projects, and when you’re trying something out for the first time.
Hybrid
Many creative project managers take a hybrid approach – borrowing from different models and tailoring them to the project’s needs. For example, you might start with a Waterfall-style timeline for securing funding and logistics, then shift to Agile practices for developing content or delivery. Hybrid approaches can offer the best of both worlds – clarity and structure, alongside flexibility and responsiveness.
Choosing the right methodology isn’t about following trends, but understanding your unique context and being confident in applying the right tools at the right time. That might mean experimenting with different planning techniques, like Gantt charts or work breakdown structures, or using models like a RACI matrix to clarify roles. Ultimately, it’s about staying open to change while keeping your project’s goals front and centre.
Successfully managing creative projects means recognising their unique demands and remaining open to flexible, thoughtful approaches that reflect the project’s context. This might involve integrating elements from various methodologies, emphasising stakeholder communication, and allowing for ongoing changes and development.
At Artswork, we understand these complexities. Our Project Management for the Arts courses offer insights into managing creative projects effectively, addressing challenges like stakeholder engagement, assessing risks, and defining success. Additionally, our ‘Lunch and Learn’ sessions delve into tools like Logic Models and Theory of Change, providing frameworks to plan and evaluate projects with clarity.
By embracing tailored project management strategies, creative professionals can navigate the complexities of their projects, ensuring both creative integrity and effective delivery.
For those interested in enhancing their project management skills within the creative, cultural and heritage sectors, you can find out more about Artswork Professional Development’s online Project Management for the Arts courses and Lunch and Learn sessions here, or embrace failure in creative projects and make informed choices with our short self-guided course on Reflective Practice.