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A constant complaint from those involved in projects is that there is too much bureaucracy. A process has been set up and it must be followed regardless of the size or complexity of the project. One size fits all. This paper covers some of the things to consider when deciding how much rigor to apply to a project. Projects are not just subject to checks and balances because it gives the Project Management Office something to do. Projects typically involve substantial sums of money and considerable risk compared with ongoing business activity. The cost to the company of something going wrong is likely to be significant.
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