Organisational Mindset Implications for Project Managers
9 Nov 2010 at BCS PROMS-G

Various studies, including some for the BCS, suggest IT projects fail at a rate of 2 out of 3, or 7 out of 8, or even more. Few such projects can be considered truly successful. Why? The Marshall Model postulates a direct correlation between the prevailing mindset of an organisation and its overall effectiveness (at achieving its goals). The Model also describes the four major mindsets of technology organisations and how each dictates a very different approach in many areas of business including project management. This evening's session describes the Model and the implications for the behaviour of project & programme managers who wish their projects to effectively deliver the desired outcomes of stakeholders.