Once you have a properly defined and positioned the project proposal and receive a green light to execute the project or program, then all focus will be on detailed planning and scheduling, working according to the plan and securing the right knowledge and resources. However, in many projects something new is being created, which inevitably leads to a all attention going to the creation part, to the building of the solution, figuring out engineering challenges or overcoming logistical hurdles, which are all utterly important, however it often takes the attention away from the Organizational Change Management, which focuses on getting the organization ready for the new "solution".

This is why successful project management focused organizations drive their entire project from the change perspective. The creation part is then secondary in the project, and although its progression should be measured and reported, it should always be put in the perspective of the change journey.

With all the elements of the project positioned and set up correctly, we should now focus on the next failure point, which are risks. Many projects will have a risk register and perform some version of risk management, but mostly it is undervalued and will only address the obvious risks. If we look at the investment industry and their application of risk management, then we can take risk management in projects to the next level. We can use it to look at the project as an investment opportunity, where each mitigation will have a financial outcome, covering both cost but more importantly business benefits, tied to the business case and expressed in the value capture method. So neglecting risk management will deprive your organization of opportunities.

When you engage PDPC in your projects, you'll experience the difference between project coordination and professional project management!