Most organizations depend on the accomplishment of projects as a source of service delivery, products, profits, or process improvements. To accomplish this, there is often a complex system of programs, priorities, policies, and practices that shapes the behaviors of organizations, managers and resources. This requires careful guidance and consistent coordination for maximum effectiveness. An environment of many projects can generate competing priorities for project resources and managers alike, and can make the requisite results difficult to achieve. There is great temptation for staff under budgetary and schedule pressures to circumvent exploratory, divergent thinking by converging too quickly on a set of solutions that has worked elsewhere.
According to authoritative sources, major declines in shareholder value can be attributed to limited project management capacity, supply chain inefficiencies and poor operational control. Similarly, a high proportion (up to 40%) of payroll is spent on non-value adding items. As well, it has been reported that only a very small proportion (2.5%) of organizations deliver their programs & projects on time, on budget, within scope and meeting the benefits expected by the business.
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