Thought Leadership in Project Management: with Erika Flora, President and Founder of BEYOND20

– By Dr. Emad Rahim, PMP, SCM, OMCP

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Erika Flora, President and Founder of BEYOND20, started her career as a Microbiologist turned Project Manager and has always had a passion for improving how companies manage work and serve their customer base. In 2006, she started BEYOND20, a consulting and training firm built on expertise in IT Service Management, Cloud Services, and Project Management. Since that time, BEYOND20 has grown to include offices in Washington DC, San Diego, and Phoenix. BEYOND20 customers span 28 countries on 5 continents, and over 25% of Fortune 100 companies work with BEYOND20 to support their process improvement initiatives. BEYOND20 is proud to be a DBE certified woman-owned, minority-owned small business.

Some Reasons Why Projects Fail

– By Dr. Emad Rahim, PMP, CSM

Rapid globalization of business means organizations must significantly increase its capacity to accurately manage information and data. In response to this growing capacity demand, more discussion is needed to develop effective project management processes and approaches.

Many new product developments are cancelled before completion and never implemented. Researchers have indicated that most projects fail because of poor project management skills. In these failed projects, estimation mistakes, lack of clarity, and unstable goal and objectives were cited as core problem areas. Below are additional areas of concern as described in the article, Why Web Projects Fail.

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1. Poor planning

In more traditional functional organizations, project managers often lack the time to appropriately plan because of the pressure from senior management, and as a result, the project is performed before the plan is appropriately defined.

2. Unclear Goals and Objectives

Projects must have clearly defined requirements, the absence of which can create timing delays and communication bottlenecks. If a project manager lacks the experience to describe the type and the extent of resources he or she really needs, the project is at risk.

3. Misalignment

Information systems need to be aligned with the organization’s business objectives. When discussing alignment, it is important to address market share, customer satisfaction, employee engagement, corporate citizenship and innovation. To begin, companies must properly assess everything, and then align its findings

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Conclusion

Interest in project management is expected to increase in the near future, partly due to rapidly developing globalization and growing awareness of knowledge management. Companies must manage a wider range of coverage, increasingly complex information system architecture, and the rapidly changing environment. In order to face such challenges, senior project managers must create a portfolio management model that is aligned with business goals. It will help the project manager and the team to maintain control over corporate assets and project processes. Furthermore, the project manager should be aware of the common mistakes that destroy business projects and learn from the identified mistakes. These learning experiences should be captured in a repository as “lessons learned” so the successors do not make the same mistakes.