Projects are enablers. They are investments that your organisation makes to enable the business outcomes that help deliver your vision. Whether those outcomes are improved operational efficiency, a new revenue stream or improving your customer’s experience, projects are the stepping stones to a thriving business.
Unfortunately, far too often projects fail to deliver the promised return on that investment. For the majority of organisations, they fail to provide that enabling step more than half the time. Many projects will languish in an incomplete state while the project team tries to find the time to finish them. Some of the most aspirational don’t get off the ground because it never seems to be the right time for working on aspiration. The most critical projects will often get done under the pressure of deadline but fail to produce particularly innovative or cost-effective results.
I am periodically asked why, as a project manager of 25 years, I say so little about project management in my speaking and writing. The reason is that a tremendous amount has already been said and written about current “good practice” in managing projects. There are countless groups and forums that discuss and expand on this traditional practice knowledge. There is much of this practice that I agree with and little addition useful contribution I can make.
Where I believe that far too little has been said and that a fundamental shift in our project thinking is required is outside what we currently believe about traditional project management.