Project delivery tracking: Careful of the blind spots
Conclusion: Most organisations across Australia have implemented project management methodologies to support successful project outcomes in a consistent manner. Project boards exist to provide support for project managers and advocate the business change that is being created by the project. An important role of the project board is to have oversight of progress and to ensure execution is advancing as expected. However, many project boards accept project status updates that include only lagging indicators and play a passive role in project oversight. Project indicators should include both lagging and leading indicators and project boards need to actively review and probe these areas to assess progress and identify early indicators that issues are emerging. Project difficulties often start in the blind spots and can be avoided.
About The Advisor
Sue Johnston is an IBRS advisor who focuses on strategy and governance of private and public enterprise ICT. She is an accomplished and innovative strategist with more than 25 years’ IT and business experience across the public and private sectors. Sue has held a number of senior executive positions with IT vendors and major management consulting companies and provides coaching to IT teams looking to change the conversation with their customers, their executive and each other. As a CIO, she has led the ICT function through signiﬁcant transformation for organisations such as Department of the Premier and Cabinet, Auscript Australasia and TriCare Limited. Sue has also run a successful software development company and transitioned the company through an acquisition process. Sue chaired Innovation Committee in State Government which was responsible for generating, developing and funding innovative ideas and improving the skills and capabilities of public sector staﬀ in pitching ideas and successfully executing innovation projects.