Project management is in need of an intelligence overhaul to improve its effectiveness, argues Peter Taylor.
Investing in good analysis and good reporting is all about correctly understanding the status and health of a portfolio, and all the projects and programmes that form it. This is project intelligence (PI).
There are probably as many definitions of intelligence as there are experts who study it. Perhaps the simplest way to understand it is as the ability to learn about and from, understand, and interact with, one’s environment.
Environment in this definition has a broad meaning. It includes a person’s immediate surroundings, including the people around them, and can be something as small as a family, the workplace or perhaps a project team.
As you probably know, a project is a temporary endeavour with a defined beginning and end usually constrained by date, funding or deliverables that is undertaken to meet unique goals and objectives – and usually brings about beneficial change or added value. The temporary nature of projects stands in contrast to business/operations as usual, which is repetitive, permanent or semi-permanent functional work leading to products or services
This is an extract from the Business & Management Magazine, Issue 255, June 2017.
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