Research firm Gartner Inc. has predicted that in two years, more than thirty-five percent of the world’s top 5000 companies will make significant decision errors about business and market growth. On the flip-side of the coin, internal decision-making will encounter roadblocks as the results of incorrect or incomplete information because employees often get bogged down when it comes to reporting the minutiae of their day-to-day work. In fact, it is not surprising to find that among the largest global corporations, there are some people that stick to age-old data gathering, reporting and analysis by spreadsheets. The challenge is in how to wean organizations from the old ways of dealing with business intelligence.
When business intelligence is not smart enough to survive in today’s environment, it is time to rethink Business Intelligence strategies – here are some tips.
Seasoned project managers know that successful projects most often start with successful beginnings. In fact, before actual project implementation, the mix of the project, people, tools, and approaches could either spell success… or disaster. Thus, it is important to set and manage the expectations of all project stakeholders because how they will perform their roles and responsibilities, or achieve desired outcomes and other motivational factors depend on what they know about the venture.
Project Initiation is that critical stage of the project where information about the nature of the project, why the project exists, who is involved, and how the project will be delivered must be laid down. Meri Williams, author of “The Principles of Project Management” (2008) cites seven best practices for a successful project initiation. Let us pick up and expand upon her seven best practices:
On ExecutiveBrief: The 7 Essentials of Highly Successful Project Initiations
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