Priority: Deliver the Project

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Priority: Deliver the Project
Adrian Cresswell, UK
Many PM's have become blinded by paperwork and process. Having witnessed time and again large failures in government and industry the cause is often the same. The best processes in the world will NOT deliver the programme/project. It takes someone to shoulder responsibility and DRAG the project kicking and screaming through the process and deliver the result. The ability to push on regardless of the process is critical. Once enough inertia has been gathered the programme/project becomes unstopable. THEN there is time to go back and shuffle the mountain of paper that no-one bar audit ever reads. Priority 1. DELIVER !

Project delivery
Andy Jaeger, UK
I couldn't agree more!

Project Delivery slowed down by added Activities
Jombo Douglas, progect development, Nigeria
Hi all, yes delivering a project is the focus but a whole lot of activities are now added that end up slowing the process down. Still on this matter, how is the issue of funding being handled in your area in the light of the global melt down. Over here it is herculian to say the least

Project Delivery
Frank Hughes, Manager, United Kingdom
I have been a PM now for quite some time. I have also been responsible for the development of PMS and BAS and that is certainly the point at which I start my conversations. The documentation is a means to an end not the end itself. As a PM you will never be remembered for your beautiful paperwork. You will be remembered for what you deliver and how you delivered it, not only by your client(s) but by your team. Leading, motivating and managing a team that thinks 'can if' rather than 'can't because' will usually bear fruit. Remember the documentation is important but it doesn't deliver results - people do.

Project Delivery
Ebwongu Michael, Project Manager, Uganda
I do agree with Frank, the success of a project is judged by the results achieved and the most important aspect is how the human resources convert the other resources into results. A manager needs to establish a mechanism which triggers the latent energy in the human resources to realise their dream.


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