The only two reasons for project failure
The project sponsor and the project manager will make or break IT initiatives, says Colin Ellis.
The project sponsor and the project manager will make or break IT initiatives, says Colin Ellis.
When I got my first project management job, I got lucky. I got to work for someone who was prepared to show me the right way to do things.
During a recent project management training course that I was running, I was asked whether being a great leader was good enough to help a project to succeed.
I met with a client last week who told me she was sick of being sold the same project management development courses by training organisations.
If you believe the statistics, around 61 per cent of the projects you work on this year will fail.
Colin Ellis lists the things to look out for in this rare breed of project manager.
Only two CIOs I’ve ever worked for over the past 15 years have really cared about project management.
I was recently hired by a CIO who had a problem with the organisation sidestepping the IT team to deliver key projects. The business “was going around us for their project delivery,” the CIO told me.
Culture change is hard, that’s why few organisations take it on. There’s a reliance on new people coming in to an organisation to drive change in a way that hasn’t been seen before and yet all too often those people will come up against brick walls.
Project management greatness awaits those who can master governance, use an agile development environment, motivate teams, take planning seriously, and pick the right manager.
I setup my first project management office (PMO) because despite the success my company had enjoyed over the years (and failures too), I decided that we needed more structure.
Project failures continue to occur despite the countless numbers of audits, reports, anecdotes, consultants and speeches in the public domain advising senior management on what not to do when it comes to project delivery.