Statistics tell us about 60% Executives who well know about the opportunity cost of distressed projects, but only 20% actually do support project management initiatives in their companies. Paradox, isn’t it? But we all who are working in project management (business) know how hard it often is to get budget
In times of budgets cut and scarce resources success is actually a must for the projects continued or newly started. However statistics show that still far too much projects do not meet the expectations or even fail. Here is a try to investigate the causes from a different perspective: from
Actually it is easy to remedy projects in distress. Because the causes are usually as trivial as the resolutions. Example: A project quarrels with the departments involved about resources. It needs skilled people with good knowledge on the topic, but the line needs these, too, and is not willing to
Why do project responsible people in management often boggle to have distressed projects recovered professionally? Because they don’t (want to) see their responsibility for the troubled project? Because they would need to to deny their own management mistakes? Because… ? These things are topics of many of my previous articles.
Improving the customer experience with digital solutions, increasing operational excellence by adapting to changing markets and digitally transforming operational processes, improving administrative efficiency – a wonderful new world through digitalization. This is THE opportunity for IT managers and CIOs to step out of the shadow of the board of directors
I’m frequently asked how to uncover whether a candidate for a project lead position is capable of his „craftwork“, or not. Well, you only really know after having worked with him/her. But in the course of the many years in project management I think I have recognized a few “patterns”
It already improved a lot. Not long ago agile evangelists and classic project managers unconciliably faced each other: Agile as the new and only truth to execute projects was hip and we had it absolutely outdated with the pre-planned waterfall. Therefore a lot of companies proclaimed the hype “we’re agile
It is one of the favourite subjects in every PMI exam, since its introduction in the 1960s by the DoD it is mandatory for all projects with US authorities, in nearly each large company there is a PM software in use that is also fit to handle it: the Earned