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Project Manager : Project Manager Dec Jan 2012
www.aipm.com.au Project Manager 19 18 Project Manager COvER STORy • A t the IPMA World Congress in Brisbane, Ed Merrow, President of research firm Independent Project Analysis (IPA), told delegates that big projects are having a rough go for a number of reasons. “First, many of the projects proceed without having settled some of the most important political and social issues associated with the projects. Sometimes the partners are not aligned around how they will fund and execute the project, leaving project directors to try to sort out issues that are usually far beyond the remit of the project manager.” Preparation for megaprojects is the also a fail point. According to Merrow, most teams are inexperienced with working on projects of significant size and complexity and are just not properly organised to attack problems on this scale. “ The sheer amount of work that has to be completed on the front end, combined with our global shortage of first-rate project management personnel, means that teams are frequently understaffed and fail to complete the needed front-end work .” Clear vantage point To get a grasp on the enormity of the problem, Merrow ’s presentation at the IPMA Congress showcased some interesting figures in an effort to redefine project management (his recent book Industrial Megaprojects: Concepts, Strategies, and Practices for Success has more extensive detail on this subject). In a typical year, 600-700 new projects are added to the databases at IPA. About 10 per cent of these fall into the very large category with well over $1 billion in capital. Adding fuel to the fire is the fact that the number of these very large projects has increased dramatically over the last decade. ( MEgAProjECTs Around ThE world FAil by A sTAggEring 65%. rEsEArChEr Ed MErrow bEliEVEs ThAT slowing down And undErsTAnding whErE ProblEMs liE will hElP gET ThEsE ProjECTs bACk on TrACk. By aLI KLaVer SpEED KiLLS
Project Manager Oct Nov 2011
Project Manager Feb March 2012