Greetings Leaders!
If Project Management keeps its promises, your project success rate should go up. For many organizations, it doesn’t. What gives? If you’ve spent a lot of time and money on project management, but your success rate hasn’t improved, don’t feel badly, as you’re not alone.
Your project success rate hasn’t improved, because Project Management is just one piece of the puzzle. Processes and procedures are great, but they don’t ensure success. For the process to be effective, many other factors must also be in place. Here is a list of common problems that prevent an organization from carrying out projects successfully.
- Poor leadership at the C-level
- Silos within the organization
- Lack of organizational maturity
- Meetings run amok and are poorly facilitated
- Strategic Plans are not resource loaded
- Lack of consistent culture and poor morale
- Lack of vision or purpose or a constantly changing environment
- Poor compensation plan for all employees
- Lack of teamwork at the working level
- Lack of integrity
Most, if not all, organizations face these problems. If these are not solved, no amount of process and procedures will improve your success rate. If you want to improve your success rate, the organization has to tackle these problems.
All the best!
All the time!
JT
Related articles
- Have we learned the lessons of past public sector IT failures? (computerweekly.com)
- Can There Be Too Much Control in a Project? (brighthub.com)
- CIO view: Business requirements and the elegant art of ‘no’ (enterpriseirregulars.com)
- The Accidental Project Manager (vaughanmerlyn.com)
There are many more:
– Poor project sponsorship
– Scope creep
– Unclear requirement…
Thanks for coming by. So true. There are many reasons, but for some reason organizations often fail to realize that the process of project management in and of itself, does not improve performance. For example… why is there poor project sponsorship? Lack of leadership. Why is there scope creep or unclear requirements? These are usually caused by organization dysfunctions or lack of professional leadership development of project managers. Not the process itself. Thanks again for the comments!