It’s early days for the Association for Project Management’s study into the main factors behind project success, with interviews having only kicked off in September.
As we all know, this year has been a difficult one, but considering the challenges we’re facing, there is much to celebrate in the project community.
Much has now been written about project delivery, and compliance with the ‘guidance’ or process can become the aim rather than the delivery.
Studies show most projects fail due to poor management of known risks which includes cost.
In an industry like construction, where developers are tasked with implementing large infrastructure projects, people from a wide range of disciplines have to work together to enable delivery.
Actions speak louder than words: the importance of positive role models An assessment of an organisation’s risk maturity will often consider process, data quality, tools and training, but whilst risk behaviour is harder to measure, it’s this that really determines whether risk is being actively managed.
Most projects aim for a positive outcome of some sort, and can offer things like employment, economic benefit and empowerment.
The past few weeks have, for many, proved to be the most difficult of the year.
David Whitmore and the Nuclear Project Management Specific Interest Group (Nuclear PM SIG) identified investor confidence in the predictability of project delivery as a key challenge in the UK.
The projectification of work has picked up an even greater pace in the wake of COVID-19.