Were you aware that:
⚠ Professionals frequently debate our project initiative failures can range from around a 70 to 90 percent rate and the ambiguity is subject to interpretation based on our field of view?
⚠ According to the 2014 Project Management Institute’s ‘The High Cost of Low Performance‘, organizations report a loss of 109 million for every 1 billion dollars spent on projects?
⚠ Some project management experts are claiming that we fail to focus on the 60 to 70 percent human-centric behaviors with projects?
The value of aligning identified project benefits with strategic goals cannot be overstated. 57 percent more meet goals, 45 percent more are within budget, and 50 percent more are on time ~ Mark A Langley, President and CEO, Project Management Institute
During a conversation with someone about the challenges with Health IT, I questioned the relevance of processes and procedures as a result of mandates in relation to project initiatives. How can we move towards success points for the benefit of the patients? Isn’t that the goal of our projects? The common message read in recent articles published by IEEE and Institute for Market Transformation (IMT) has been Quality of Experience (QoE). Several projects tout their vision for their initiative is a focus on a better customer experience.
Humanistic model, what is that? Psychology informs us that humanism (humanistic) is the way that we study people or groups of people to understand their behavior. With regard to initiatives, it is my growing belief that the common three influences of time, money, and resources should be encapsulated with another factor–behavioral myopia.
Frequently we beg the questions of:
- What can we do to solve this?
- What are the key performance indicators (KPIs) that create the faults?
- What can we monitor to verify whether we are ineffective or effective?
- What don’t we know and what do we know?
Should we be shifting our questions? Maybe we are asking the wrong questions.
- Why are our solutions not working?
- Are the KPIs too narrow and what biases may be at play?
- Are we monitoring the wrong things? How can we get to the right things?
- Do we understand why we should look outside of what we think we know?
I do not claim to have any answers and I am beginning to believe that none of us do. Although, several of us like to suppose that we have deciphered a solution with overconfidence. What I do know is, I do want to be a part of a community that desires to work towards making a difference whether it is in the public or private sector.