The purpose of this article is to go through this process in a structured way and to provide some insight for practitioners on what projects are most likely to succeed - or fail - from the outset because of lack of alignment with mission.
Projects that align with the organization’s stated mission are more likely to succeed than those that do not - and this article explores how that might play out at IBM, which currently has a statement of values in lieu of a mission statement.
Why is it that some projects are more likely to succeed than others are? Does one have a good process and the other not? Is one just a good project…and the other not? Let’s explore how your vision of what project success is up front is critical.
Having a properly resourced project can absolutely make the difference between project success and ultimate project failure. Indeed, inadequate resources can bring down even the most promising undertakings. Learn more about the importance of having adequate resources.
The perceived success of anything is in large part determined by how it is measured. In addition, there is the matter of tracking where you are on the way to where you are going. Learn more about the value of metrics in any project.
Although several factors determine a project’s success (or failure), having a clearly defined scope is the first essential step and perhaps the most important. Learn more about why defining the project is so significant to a winning outcome.
This article examines process and compliance constraints, which are typically a hurdle in any large enterprise, but even more so in the public sector. These constraints have a very important purpose: to control fraud, waste, abuse and mismanagement.
Maintaining systems that support legacy processes remains important for a much longer period than in private industry. This drastically increases the complexity of government projects, and pushes efficiency down the list of priorities.
On government projects, scope is constrained because it is not as open-ended at the beginning as in the private sector. This article looks at how a constrained scope is a unique and challenging aspect of project management in the government sector.
Government projects must often include pay based on time spent and typically not on performance. The project manager must ensure that there is no favoritism in the expenditure of funds.