Projects set the path for business innovation. Successful projects drive ROI and increase operational efficiency; failed projects cost companies time and money.With IT projects now top-of-mind for many CIOs1
, effective project management is more critical than ever. High-value, high-stakes initiatives such as increasing digital footprints, modernizing information governance, implementing DecSecOps, and deploying automation require managers capable of working under pressure, motivating staff, and delivering results on demand all without breaking budgets or cutting corners.
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The result? Companies need skilled, confident managers with the ability to handle IT projects at scale. Professionals need the right combination of hands-on skills and in-depth training to help projects meet critical deadlines and deliver on key promises.
Why Projects Don’t Go to Plan
Despite the popular adage, failure is always an option, and in the case of an enterprise, IT projects, often a likely outcome. Even when companies start with best-laid plans and seemingly reasonable goals, end results can easily miss the mark.So what’s the disconnect? Why do projects fail to meet their potential? While there’s no single source of struggle, common causes include:
- Absent Values — If companies can’t connect project initiatives to a key business value such as simplified IT deployments or improved strategic decision-making, it’s easy for projects to lose their way.
- Lacking Accountability — Who’s responsible for specific outcomes? At what stage? Under what circumstances? Without clearly defined accountability, projects often reach first-stage milestones but lack the critical mass for completion.
- Inconsistent Methodology — Planning, productivity, and personnel assessments must use a standardized methodology to ensure consistent results. Haphazard measurements make it impossible to scale up projects across the corporate infrastructure.
- Missing Motivation — Project teams need the right people doing the right jobs for the right reasons to deliver consistent productivity. Without leaders capable of motivating and managing staff over entire project lifecycles, outcomes won’t meet expectations.
- Minimal Commitment — Many companies are hesitant to commit time and resources at scale, especially for new project initiatives. Mangers capable of championing the cause to both C-suite executives and front-line employees are critical to driving success.
Training for Transformation
Organizations recognize their need to balance the “triple constraints” of successful projects: Time, cost, and scope. When projects begin, all three seem manageable timelines appear reasonable, basic costs are outlined, and scope has been clearly defined. The problem? Nothing ever goes to plan.Consider application development; issues with user interface design may sink timelines, even as emerging security concerns balloon budgets and value-added features can rapidly expand design scope. Here, training and certification mark the difference between success and failure skilled management professionals can help juggle the trifecta of project priorities.Often considered the gold standard of project certifications, the project management professional
(PMP) designation is a great starting point for experienced professionals moving into management roles or looking to expand critical skillsets.Also worth considering? Enterprise project management
(EMP) training, which helps organize enterprise resources in a direct relationship to the leadership’s vision and mission. EMP courses help define critical ways of thinking, communicating, and working that empowers project outcomes, avoid potential pitfalls, and deliver key business value.
Challenging the Status Quo
As noted by DevOps.com2
, staff often encounter challenges when looking to upgrade their IT skills. Sixty percent of technology professionals said they haven’t actively pursued new skills or completed certifications in the last six months. What’s holding them back?