Why are benefits not being recognised as effective project success criteria?
Effectively managing operations ‘in the field’ is an essential part of this business. Managing their equipment and assets, and ensuring operational efficiency on-site has a direct effect on financial results.
While project delivery is key to realising the value of a project, creating the value occurs primarily in the early stages of a project, and well before delivery gets underway.
Our thinking is based on our multi-year research into complex projects, conducted with the University of Technology Sydney.
Project complexity is most commonly considered by organisations on a project-by-project basis.
Helmsman’s 9-year research into the impact of complexity on project outcomes has uncovered a specific and consistent scenario where the likelihood of project success plummets – The Complexity Cliff.
Knowing your project is complex is one thing. Effectively managing its complexity is something else.
Navigating sophisticated technology, broadening (and vocal) stakeholder groups, and long project-delivery timelines can ‘shift’ requirements and challenge the ability of project managers and sponsors to deliver on project outcomes.
Conquering complexity is a passion at Helmsman, and is fundamental to how we deliver sustained, tangible outcomes for organisations.