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The Economist Guide to Project Management: Achieving lasting benefit through effective change
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The Economist Guide to Project Management: Achieving lasting benefit through effective change
By
Paul Roberts
Many organisations do not change when they need to, nor do they change when they have to. If they did, fewer would fail. Like people, organisations, whether they are businesses or government departments, only change when they want to. Projects are embarked upon to bring about change and as such often involve a cultural shift – a new way of looking at things, adjustments to values and behaviours, even the abandonment of norms and sacred cows.
Managing projects cannot be separated from managing the whole of an organisation’s business. Effective management of "business as usual" brings about evolutionary improvements. Good project management brings about step changes in performance. Experience demonstrates that a project requires the collaboration of many, including those who commission and finance it, those who will use the end product and those who build it. Yet project management is often delegated to people who struggle against sometimes impossible odds with little support to deliver a successful outcome.
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