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Too Important to Fail How to Ensure Improvement Projects Drive Sustained Success

Too Important to Fail How to Ensure Improvement Projects Drive Sustained Success

Too Important to Fail How to Ensure Improvement Projects Drive Sustained Success
(PDF Document (4.07MB))

I am at the point in my professional career where I have enough experience – and humility – to look back at what I have learned while leading and being a member of project teams. Some of the projects were large – across many business segments worldwide – and spanning multiple years. Some were small, quick improvement projects that required only a few months of effort. All had one thing in common: A high risk of failure and an even higher risk that, if successful, the results would not be sustained. A survey by the Project Management Institute found that 28% of strategic initiatives are deemed failures by the companies implementing the initiatives. (Failure is defined as not meeting the original goals or business intent of the projects.1) Further, only 29% of all information technology projects are successful, according to the Standish Group, which has conducted surveys on IT projects for more than 20 years

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