The following might help explain some of the issues around project delivery in your organisation.
These habits will develop over time, against a background of rapid organisational change. Therefore, entirely understandable.
You will not notice it happening, but once embedded these habits are difficult to break.
1. Your managers have a tendency to reward “Heroic Rescues” above “Flawless Planning”. How many times have staff been congratulated for helping to avert a disaster, whilst routine project delivery is ignored?
2. Agile project delivery is used as a reason for “no planning needed”. Are project business cases a rarity and budgets constantly reassessed?
3. Micromanagement is the most common style. Is there now a lack of creativity from some staff?
4. Many simultaneous projects with interdependencies has led to the design of centralised project management tools whose focus is on gathering management information. Is it a chore to use the system, so people don’t?
5. Responsibility based governance structures are absent, this is sometimes described as “collaborative decision making”. Is this an ideal situation when the organisation needs action?
6. There is a tendency to always say yes to internal customers, even when their requests are conflicting, unplanned or unreasonably difficult. Have systems become overly complex because they accommodate all requests where possible; where almost nothing is standard?
7. Incoming staff have difficulty coping with the uncertainty of your processes. Is “How do I do X” a phrase that you hear every day?
In the short-term, some strong project management helps to overcome the above, however, a Program Management Office is probably needed to change habits in the long run.
Have a great week.
About the Author: Adam Blackie is an author and a professional Interim Manager who leads information management teams through their change programmes. He works with organisations in the UK to change the way technology is used by staff and their customers.