The word project is something that is synonymous with any type of organisation setting. Yes, an idea that is to be implemented, is only really in its professional form when it is within the context of a 'project' along with all of its quantifiers e.g plan, budget, human capital, all underpinned by relevant key performance indicators (KPI's). At one point in time or other we have been involved in one type of project or another on a small or large scale.
So what does research say?
The question though, is that, are all 'projects' actually meaningful or are they just fancifully drawn up more for acceptance with little or not attention paid to its actual 'management'? According to a report published by the Project Management Institute in 2017 (i.e. 9th global management survey):
Projects Meeting Goals
This most certainly tells us that not all is well is 'Project Management Land'. So what can we do/contribute as project professionals to ease the tension? because projects are not going away, they are here to stay and whilst they do, they are rapidly evolving in regards to project team acquisition, project working methodologies, sources of funding and how to access funding etc.
As much as we perceive that we are professionals ourselves to be professionals, we also need to include at the very heart of project acquisition and management, a bit of human psychology in regards to how people think and behaviour in project teams and how such observations might become objective/subjective contributories to aligning strategies relevantly and productively.
Do you have/had any experiences surrounding project acquisition and successful or otherwise management? What lessons did you learn?
Tabitha O. Abiola is the CEO & Chief Principal Learning & Development Consultant of QuiSec-Projects, a spin-off from QuiSec Consulting.