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|This has been true for decades!|
Many organisations simply don’t have the need for a dedicated project manager and, more often than not, will appoint someone from within the business to run projects on a case-by-case basis.
Selection is usually made on the grounds of how close these individuals are to the product or the process being implemented, rather than the skillset required to manage a project. That could mean that people whose core expertise is actually HR, marketing or something else are given project management responsibility.
But around 60% of projects fail – and this is largely associated with a lack of understanding of effective governance.
That’s not to say this situation can’t work out favourably, though a successful outcome is much more likely – and easier for the person given this new responsibility – if they have a toolkit to work from. This will provide much-needed guidance on how to approach the task from a project management perspective.
Project management is a complex topic but for those with no formal training, it essentially comes down to four guiding principles: