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
“Whenever There Is a Hard Job to Be Done, I Assign It to a Lazy Man; He Is Sure to Find an Easy Way of Doing It. — Bill Gates”
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?
The lack of project management training or experience of many Christian leaders can be an enormous stress factor for them. Whilst natural organizational ability is enormously helpful, in itself it is no guarantee of any project being both successful and low stress.
Project management is challenging enough without the myths. The profession has come a long way since the 1990s and some of these myths are fading. However, we still see remnants of them in one form or another. Great projects cut through false assumptions and confusion, allowing their teams to make smart decisions based on reality.
The number one reason why projects fail, is because they were not possible in the first place and were doomed to fail