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Reflecting on a couple of days learning as part of a group badged "project leaders"...
The examples used seem to fall into 2 categories:
1. massive construction or aviation projects, e.g. HS2, London 2012, Concorde, where an iconic one-off, carbon intensive cultural artefact is brought into being
2. everyday behaviours from operations in high-reliability organisations, e.g. intensive care, aviation safety, that are not really projects at all
I'm more convinced than ever that the root cause of the high failure rate in many projects is that they should never have been projects in the first place
@mattedgar I often see two things:
- Stuff that probably should be a project but is being done ad-hoc under the radar
- Stuff that is a project but with a poorly defined or changing scope/requirements that has already got a deadline
@mattedgar Both result in a deliverable that is perceived as late, expensive, or not to the desired (but undocumented) level of quality expected.
@mattedgar Or the third thing:
Stuff that is a project in one area of an organisation that urgently demands resources from another area of an organisation without any prior agreement.
@danieldurrans That's a good one, yes, I've seen those too