Having worked in several organisations with mandated project management frameworks but no marked increase in the percentage of successful projects, I have come to the conclusion the real problem with projects is the lack of true understanding of each project management process by those tasked to undertake them.
Often the difference between successful and unsuccessful projects is the level of experience of the project manager. It seems that for many, a good understanding of project management processes has to be earned via a series of painful lessons on their early project ventures.
There seems to be a belief that project management tools will be the silver bullet that prevents the inexperienced project manager from falling into project management traps. Sadly my experience is that the same problem that causes project management frameworks to fail also afflicts project management tools—you have to understand why you are using them in order to use them well.
In their latest article in CIO magazine, Gary Hamilton, Gareth Byatt and Jeff Hodgkinson highlight this concept. While exploring whether to establish processes first and then choose your tools, or choose your tools and then establish your processes, they come to the same conclusion that ‘Without the “why” and the “how,” we will not understand the real meaning behind the task at hand’.
Sam Gilbert
Associate Director, Information Services Planning and Project Support Office
View the full CIO Magazine article ‘Understanding project management processes and tools to drive success’.
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