Breaking Through the Project Fog: How Smart Organizations by James Norrie

By James Norrie

A path of mismanaged or terminated tasks in recent times has rate the North American economic climate $100 to $150 billion cash each year in misplaced productiveness and shareholders capital. regrettably, the space among undertaking choice and venture execution is frequently symptomatic of the onset of undertaking Fog, an all too commonly used company state of affairs during which tasks are began and stopped regularly; assets fall in need of the undertaking workload to be finished; and, in any case, the full attempt is obvious as a failure. A advisor to sidestepping the standard dangers that frequently spell venture Fog, this publication bridges the space among executives who strengthen process and judge what tasks get authorized, and the venture managers who've to execute these tasks perfectly. It offers a roadmap in order that venture managers can associate with executives to align their portfolio of tasks with total enterprise approach, making sure that things get performed correct.

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Additional resources for Breaking Through the Project Fog: How Smart Organizations Achieve Success by Creating, Selecting and Executing On-Strategy Projects

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Nicholas Carr, in his now infamous HBR article “IT Doesn’t Matter” (2003), makes a similar point about IT management— that ultimately IT will be seen as a utility and that investments designed to create competitive advantage out of IT infrastructures are doomed in the long run. His precepts and conclusions about IT could very well be applied to project management, if the content and context of our profession’s potential contribution is too narrowly defined. If we only “manage projects,” what’s so strategic about that?

While this is orders of magnitude more complex than single project management, this is not the same capability as successfully managing multiple projects as a single portfolio. Obviously, the more acute problem actually precedes the execution of the projects themselves. Before they are approved, projects must be formulated, defined and proposed to create the portfolio of projects that the enterprise believes will optimize its strategic outcomes. Then how do you choose the best projects to make up the final approved portfolio?.

There is no such thing as a bad project— only bad managers—either the business leader created something that could not be done or the project manager assigned to it failed to execute. We cannot fail to deliver service to our clients because that is what they pay us for and what they are expecting from us. This means being very careful to structure our projects in great detail and obviously lots of measures. This keeps both us and the client honest about how we are both doing. Without these service level agreements we would be lost.

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