Over the past decade business procurement has experienced rapid technological upheaval that, in the main, has made life easier for everyone involved.
There’s a world of difference between projects that are taken on and carried out willy-nilly, and those that are planned with precision and finesse
It’s a tough figure to swallow: 66% of enterprise software projects end in failure. Research highlights that only one in eight information technology projects can be considered truly successful (failure being described as those projects that do not meet the original time, cost and (quality) requirements criteria).
We’re all project managers – even though we might not realize it. We plan and organize resources, measure achievement of goals and make decisions on how to move forward and take corrective action. Understanding and paying attention to important project management details allows you to lead the way as a project manager.
Mega-projects come with big expectations. But a project’s success is often in the eye of the beholder.
Due to the large scale and outlook attached to them, mega-projects have a large opportunity for failure. Typically, the failure begins at the outset of the project, whether that be due to poor justification for the project, misalignment among stakeholders, insufficient planning, or inability to find and use appropriate capabilities.
Is it worth hiring a project manager when any seemingly knowledgeable pastor or church member might do?