Blame Culture and Project Delivery Are Poor Cousins
What can great teams tell us about leadership and fostering a no-blame delivery culture to drive future success?
What can great teams tell us about leadership and fostering a no-blame delivery culture to drive future success?
Consistent and repeatable success is possible within project delivery, provided you build the right scaffolding around it with robust assurance.
Projects often get off-track in the first few weeks and can be difficult to course correct. Setting up for success from the outset is about getting fundamentals right.
Governance is never a one-size-fits-all. Designing a framework around capability comes into its own when it is designed to be fit-for-purpose.
Repeated and frequent project failures are usually a result of poor governance and absence of an assurance focus.
If project governance is not a ‘one-size-fits-all’ requirement for project success, how can organisations ensure they have the right type and amount of governance?
Deploying the right people with the right skill sets is a fundamental, but often underestimated part of successful project delivery.
All too often a project fails because of a breakdown in the relationship between customer and vendor. Enter the case for an independent ‘broker’ to keep everyone honest.
Making the case for project assurance is difficult and can be seen as a distraction from delivery, however post-implementation reviews can deliver real value in future projects.
How can organisations design a fit for purpose governance structure for a large program?