A relatively strong inverse correlation between company size and project-management success suggests the increased difficulty of satisfactorily completing projects in larger corporate settings.
Smaller companies achieve better results in project management than larger companies. Fifty-four percent of companies with fewer than 1,000 employees said their most important IT projects of the past two years were completed on time, and 55 percent said they were completed on budget; among larger companies, those numbers dropped to 44 percent and 45 percent, respectively.
Shouldn't bigger companies, with bigger internal IT staff, larger budgets and the tendency to use outside consultants to supplement their internal resources, just "brute-force" their way through projects? Apparently not. Successful project management has little to do with the scale, scope or breadth of resources. Instead, it's all about experience and intellectual property, which can be found in companies of different sizes, shapes and cultures. And, in fact, a case can probably be made that larger companies might do well to "act small" when it comes to project management, perhaps deploying smaller teams or, wherever possible, biting off smaller pieces of a big project to manage rather than attacking the entire project at once.
This article was originally published on 09-01-2001
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