Executives in an organisation set the business goals for the coming year or years. But it seems that organisations struggle to tangibly translate this back into actionable work items such as projects. And how does and organisation prioritise these projects?
The answers should centre around the economic impact of the project's delivery time on it's business value. An estimate of a project is determined by the IT Department and communicated back to the business. Project success is determined by the steps the team make to ensure each piece of the puzzle is in the right place.
So why are high rates of failure reported for software development projects? And why has executive management support been identified as a critical factor in avoiding such failure and achieving project success?
It is often communicated that the Project Manager, project management team or senior executive is responsible for project success.
These team members usually have the ability to anticipate potential project constraints based on their past experiences fulfilling certain critical success factors that must be met.
So how, as a Senior Executive, can you contribute to the success of critical projects in the business?
To conclude, it is very important for an Executive Sponsor to be involved and invested in the project progress from the beginning until successful project
completion. This will ensure that the project warning signs are picked up early and can then be mitigated. If you as an Executive are unsure how you go about this or how you get involved in a technical project or even what to look for in the reports, contact us today and we will assist in the analysis and guide you through the process.
If you would like to discuss a bespoke software development project, challenge or goal please book a 30 minute Clarity Call with us and we'll point you in the right direction (even if you chose not to work with us)