This second blog in the series “Making Theory Usable” focuses on the Decision Making Failure, the second of 5 key indices of IT Project Failure described by the UK National Audit Office (NAO). By ‘Decision Making Failure’ the NAO is refering to the need to have active, engaged leadership at the top.
Here’s thier idea: “Effective business change programmes and projects require active and visible leadership from the top. Some projects have suffered because of a lack of active ownership. Overall responsibility should be vested in a single, responsible and visible individual who is provided with information-sharing mechanisms and practical guidance on the nature of the role and the tasks involved.
This week, I’m going to let someone else do the talking. Ken Hanley’s recent article in ProjectTimes clearly describes sponsorship problems and provides usable tips to avoid mitigate for sponsorship problems. Note that ProjectTimes will ask you to register with them, but access is completly free. For this article, its worth the effort.
The article:
Project Management Times and Requirements | Avoiding the Accidental Project Sponsor by Ken Hanley
Link: http://www.projecttimes.com/articles/65-articles/384-avoiding-the-accidental-project-sponsor.html
