In organizations of all sizes, projects fail because peoples' ability to change is overestimated.
Meeting stated performance objectives while staying within the scope, cost, and time constraints is anything but simple.
While many traditional project management tools are clearly necessary, they are rarely sufficient. This incomplete project management toolkit results in the "Ready-Fire-Aim" syndrome and explains a high project failure rate.
How does a company narrow this gap between promises and results?
How does it improve its ability to execute and maximize its return on investment of precious resources?
Project management is not just a collection of tactics.
Because projects inevitably change the status quo, viewing project management solely as a tactical, left-brain dominated activity is dangerous. Virtually every project is of the people, by the people, for the people. If you examine failed projects, more often than not you will find that ignoring or underestimating the people element was the root cause of the downfall.
Quality guru Joseph Juran described a project as "a problem scheduled for solution." Project management involves one-time activities to accomplish specific objectives, within a given timeframe, and with finite resources.
Our thoughtful and common-sense approach incorporates the psychology of change. We help ensure that all the key elements of success are in place at all times so that the change initiative delivers on its promise while minimizing backlash.
Our Project and Change Management articles have been published in InformationWeek, ProjectsAtWork, and many other print and online publications around the world.
Journalists and reporters frequently ask us to share our views on today's management challenges: