Project Management: Getting Things Done!

10th December 2013 · Kevin Howes

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Missed deadlines, budget overruns, quality deficiency & inconsistency – the familiar symptoms of a failing project.

In today’s increasingly complex IT environments, businesses often encounter barriers when it comes to successfully managing projects.

It’s estimated that the overall success rate of IT projects globally is less than 30%, and worryingly, this rate is progressively declining.

Have you ever tried to put up a stack of shelves without the handy box diagrams? I did once and was left with a very sad looking pile of books and a cracked copy of Elton’s greatest hits (no big loss). A team, or individual, whose core focus is to oversee the completion of a project, guiding and instructing the entire team while visualising the complexity of the tasks ahead, play a vital role in the success rate, and even completion, of any project.

A growing phenomenon in the business world; good Project Managers can effectively plan, organise, manage and motivate team members.

Successfully navigating through intricate IT or Digital landscapes, however, is no easy task. It requires not only the correct combination of skills but the relevant experience and valuable personal attributes. Approachable, expert delegators, effective communicators, the ability to work in high pressured environments, streamline processes, support collaboration and establish schedules. Throw in a high tolerance for excel spreadsheets and you’ve got your perfect candidate.

Now imperative for long-term project success, it’s not surprising that demand for talented Project Managers has grown exponentially in the last few years, with the Project Management Institute forecasting 15.7 million new project management roles globally by 2020.

We’ve seen a steady rise in demand for both permanent and freelance project management positions amongst our IT and Digital clients. And as technology becomes increasingly complex, and budgets grow in value, there’s more to play for and even less room for error.