I founded a quality assurance company in 2008 and, since then, we`ve worked on the number of projects with different levels of investment funding. Not only did these projects require multi-stage management, but product owners and investors also needed to maintain comprehensive control over progress.
Today`s competitive market leaves no options but to utilize the latest digital technologies to gain the edge over the competition. In attempts to reduce costs and accelerate product delivery, IT companies undertake a variety of initiatives. But often, instead of anticipated success, these initiatives bump into schedule, budget and development hurdles, turn into troubled projects and fail.
Although Project Management Institute (PMI) reported a 20% decrease in project failure rates, the amount of money lost is still staggering. The report estimates nearly $97 million to be wasted for every $1 billion invested in the product.
Data from CIO estimates a 50% project failure in the IT industry. The Harvey Nash/KPMG CIO Survey found that weak ownership is one of the main reasons why 46% of IT projects never go live. This means the team lacks involvement from the executive level, while the process itself lacks sufficient control and support. However, the experience of our team says these issues aren`t the prior reason for failure. Unqualified ownership leads to poor monitoring of the development life cycle evident in 90% of the projects we`ve worked on.
Why does project performance control matter?
Project performance control is a key aspect of successfully launching and growing a startup. Why? Because it works both ways.
As a product owner or investor, you`re on the safe side. 75% of IT teams anticipate project failure at the very beginning, according to Geneca research. What the survey says is that the issues of IT projects are usually hidden below the surface right