The success rates for projects globally have remained static for years and not in a good way.
Stories by Colin Ellis
Organisations with great cultures aren’t talking about going agile.
Project failure seems to have joined death and taxes as the only constants in our lives.
Did you and your team return to work this year full of vim, vigour and good intentions? Were you silently hoping the perennial poor project management performers had made a New Year’s resolution to work to the best of their ability, be a team player and communicate openly and honestly? Has that happened?
About five minutes into ABC’s Four Corners investigation into the National Broadband Network (NBN) program on Monday evening, I realised that once again, we weren’t talking about the real issues of large government project failure.
Like two children fighting in the schoolyard, Brisbane City Council (BCC) and TechnologyOne are playing out a very public battle.
If you want to prove to other organisations that you really suck at project management, there are so many ways to do it.
The failed Commonwealth child support system. Victoria’s corrupted ‘Ultranet’ schools online program. New Zealand Education’s Novopay fiasco. The UK National Health Service’s £117 million IT project disaster. Queensland Health’s payroll scandal. When will this insanity end?
I remember my favourite project portfolio prioritisation session vividly. I asked each executive director to provide a one-page summary and 30-second speech for each initiative that they wanted to undertake the following financial year.
You need to create a culture that supports difference of opinion and a willingness to try different things, says Colin Ellis
The recent Census technology debacle proves that, once again, the people responsible are getting off scot-free and face little in the way of scrutiny.
Do you continue using project management as a means of delivering transformation or do you disband what you have and place your faith in something else?
These are traits that are immediately recognisable in conscious project leaders. Traits that you don’t see in many other people responsible for projects. Traits that you remember and talk about.
I work with a number of organisations delivering ‘conscious project leader’ programs and in my preparation, I always ask whether the project manager can instantly answer five key questions about their project, regardless of the method being used.
When it comes to project management, there doesn't seem to be enough honesty around, says Colin Ellis.