Foundations First: The Quiet Project Discipline That Changes Everything

Pip Rudhall Hyett
May 23
3 min read

Updated: May 26

Foundations First: The Quiet Project Discipline That Changes Everything

It’s easy to get excited about the visible milestones in a project—the launch day, the funding secured, the public announcement. But the work that makes or breaks a project rarely happens in the spotlight. It happens in the earliest stages—when foundations are laid.

I’ve worked on major regulatory programmes, digital transformations, and regional infrastructure projects, and I can say this with confidence: the projects that run smoothly, stay on track, and deliver value are the ones where foundational thinking was prioritised.

Not every project starts with solid footing. But every project can course-correct. The trick is knowing what to look for, and having the discipline to do the groundwork—even if it feels slower at the start.

The Cost of Skipping the Basics

I once joined a national programme midstream. The actions taken were reactive rather than planned, structured, or focused. The scope remained too broad, tensions were surfacing, and the decision-making process was still unclear.

It wasn’t until we paused to review the foundations that the cracks became visible:

Unclear roles and people working according to their own priorities
Differing interpretations of everyone’s responsibilities
No central artefacts or clear leadership to align the why, what, and how

We took a step back, replanned, rebuilt the framework, and then moved forward. It wasn’t glamorous, but it saved the project.

Strong foundations create resilience. When things shift—as they always do—you have a baseline to return to.

Governance Isn’t Just a Box to Tick

One of the most underrated project disciplines is good governance. Not the kind that exists just to meet a requirement—but governance that genuinely supports decision-making, accountability, and clarity.

For example, I often facilitate early sessions that ask questions like:

Who owns what decisions?
How do we escalate issues?
What is our rhythm of accountability?

Getting these answers agreed early prevents friction later. And in multi-partner projects—especially those involving public agencies and communities—it’s vital.

Build With the End in Mind

Solid foundations don’t just help you start—they help you finish well. When you know what success looks like and what principles guide your delivery, you’re more likely to reach outcomes you’re proud of.

I encourage teams to work with managers to agree on a clear specification before delivery begins. This isn’t just a scope document—it’s a shared definition of success: what will change, who it affects, and which risks are acceptable.

Depending on the project size or organisation, this spec can be light or detailed, but its purpose is always the same—to surface assumptions early and keep everyone aligned. Most importantly, it reduces the risk of misaligned outcomes and costly rewrites.

Foundations Are a Cultural Decision

Taking time to build solid foundations sends a powerful cultural message: that you value clarity, care, and shared success. That you’re willing to slow down to get it right. And that the people doing the work are worthy of a structure that supports them.

In my work with both central government and local teams, I’ve seen how foundational discipline changes team culture. People feel safer. More confident. More committed.

Because they’re not constantly firefighting—they’re focused.