Juggling Projects with Forgotten Strategies
The State of Project Success
Did you know that 32 percent of all projects are delivered on time, on budget and with the required features and functions; 44 percent are challenged (late, over budget and/or with less than the required features and functions); and 24 percent fail (cancelled prior to completion or delivered and never used)?
Consider the huge number of projects being worked on, the colossal investment in resources and the bitter disappointment when so many of the initiatives fail to deliver. How will organizations remain competitive and efficient with such troublesome results? If your organization has unlimited resources and is not accountable, then perhaps this is of little importance to you. For the rest of us, it should be at the top of your mind.
Why so much failure?
So why is there such turmoil in successfully implementing projects? From my experience, organizations are typically trying to push far too many projects forward. There seems to be a genuine concern for driving results, a desire to step up and take on responsibility. Yet between business units there is often a severe lack of clarity as to which projects truly support their strategy. Inefficient processes, frustrating systems, unhappy senior management and overzealous and ambitious managers all tend to breed new projects, along with a tendency to try and help others and be seen as a
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