Glen Alleman asks “Why is it so hard?” and focuses on one of the most difficult line items for IT projects to fund: project/program management, including contract planning and controls.
I’ve had varying success in positioning these resources, so I’m still stumped. Arguments that worked for one initiative failed for what should have been a similar initiative.
So here are two questions to you all:
- What arguments, research, findings, etc. have been EFFECTIVE in ensuring that your projects or programs have the leadership they need?
- Does these “effective” factors work better for one type of project over another? In other words, do some types of projects lend themselves to “selling” project management better than others?