Far too many organizations fail on the majority of their projects. The inability to deliver on projects weakens market position, lowers customer service, impedes cost-containment and much more. Sometimes people think the problem lies entirely with the project managers. Let’s look at how organizations impede their ability to deliver business value on time and on budget from their projects. We’ll see they need solid performance from project managers, sponsors, team members and portfolio managers to be successful.
In the Executive Suite
An executive is meeting with two subordinate managers and says to them, “Now this project has to be priority number one. Drop everything else because our very survival may depend on doing this project right!”
The other manager says, “You’re right. In fact we’ve done this 3 times since I’ve been here.”
The executive snaps, “Yes, and each previous attempt failed.”
The two managers exchange a pained look as the executive goes on, “Now, I have two other ideas for projects that I think will gain us a significant competitive advantage. So here is what…”
The first manager interrupts with a groan, “You always have great ideas, boss, but our plates are full. Our line managers and professional staff are working half time or more on projects and their real jobs are suffering.”
The executive frowns and says, “I know what’s going on down there and there’s plenty of time to squeeze in a few more projects. Your people just have to work smarter not harder!”
Download the PDF at http://www.4pm.com/articles/PMTalk01-3-06.pdf.