methodologies
Managing with blinders on
Most managers today have blinders on when it comes to solving the problems of complex projects: They are lost among the trees, and can’t see the forest for what it really is. Too many project managers are focused on the day-to-day problems of the project and have lost sight of their overall strategy. So, with KPMG telling us that nearly 70% of projects are failing to meet their goals, what’s the real solution? What’s the one thing that’s going to make the most difference?
Managing risk in global projects
One of the most significant risks we identify is a globally disparate (geographically separated) team. Teams working in separate regions face tremendous challenges that a co-located team doesn’t have to think about, a situation made worse when outsourcing, where conflicts in language, time, culture, and business environment all affect the organization.
Common oversights in choosing methodology
Changing the way a business operates is a daunting task. It involves assessing and understanding the strengths and weaknesses of the current organization, identifying solutions to the weaknesses without compromising the strengths and, ultimately, changing the way people work. Above all, people tend to be resistant to change — and this is the most common issue that arises when adopting a new methodology.
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