The existence of a project team does not mean success is around the corner. Many companies know that they need to introduce technologies or improve process for the greater good but fail, (for many reasons), to prioritise these initiatives.
Time and resource constraints can lead to short-cutting by over-worked managers double hatting to deliver the stretch projects they have been assigned. This leads to a lack of due diligence around requirements and root cause analysis which in turn impacts delivery.
66% of professionals are expected to manage projects on top of their day jobs. Whilst many are happy to do it, they often lack the experience and time to do the job properly. Short cuts are taken and programmes that are considered business critical one day are left to flounder without true direction the next. Project teams make assumptions around requirements and operations pick up the pieces and cope with inefficiencies going forward.
If this sounds familiar then contact me to discuss your challenges. It costs nothing to chat and there could be an alternative way forward.
Note. Content is based on a collective summation of personal experience in acting as a project manager for over 25 years as well as a publicly available global project collaboration study from Planview.
The BPO promise is attractive as it forecasts reduced staff overhead, procurement costs or both. Additional benefits of streamlined processes, mitigated risks and reduced administrative burden are difficult to ignore. But they are uniformly offered by most potential partners without fail and here arises the universal challenge of: what to ask in a tender, how to ensure responses can be measured like for like and how to weight those responses.
Whether tenders are managed in-house or via the procurement arm of well-known management consultancies, the staff assigned usually lack hands-on operational, and in-depth category, experience for the successful delivery of viable service solutions.
There are some hard truths to be faced:
Ultimately procurement must deliver against corporate objectives and this means price or savings will remain a constant priority. However, organisations which place a more holistic and balanced benefit case above that of short-term savings are recognising the value of their internal teams to play a larger role in the procurement process. And where experience and/or resource capacity on the ground is limited, there are always small businesses such as Stormchute who may be able to assist. It costs nothing to chat and there could be an alternative way forward.
Note. Content is based on a collective summation of personal experience in acting as an outsourced service provider over 25 years in operations management, account management and business development capacities as well as publicly available materials from the UK government, McKinseys and PwC.
No matter if a project is agile, waterfall or a hybrid of the two, the risk of losing sight of the benefits that must be delivered in order to achieve core business objectives are high. It is not necessarily the case that communication is poor, or work performance sub-standard. It is just a fact that at each level of an organisation stakeholders require different inputs in order to deliver back required outputs, and often project teams get lost in the maze of who needs what, and why.
The facts are that:
54% projects miss their deadline
35% projects fail to deliver the quality of benefit expected
26% budgets are exceeded
A few years back, a study shone a bright light on the need for clearly defined leadership to succeed in change programmes. It also highlighted the known, but little acknowledged fact, that while many organisations spend multiple millions on technology platforms, they spend a small fraction of this on employee engagement ignoring that the employees drive adoption of change. 86% of companies are likely to be actively involved in multiple change projects simultaneously.
If this sounds like a warning bell and you would like to consider bringing an operationally savvy, employee engagement focused, safe pair of hands on board for a period then contact me to discuss your challenges. It costs nothing to chat and there could be an alternative way forward.
Note: Content is based on a collective summation of personal experience in acting as a project manager for over 25 years as well as publicly available materials from Strativity, Harvard Business Review and Planview.
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