The realization is slowly growing that this kind of behavior can no longer be afforded - after all, successful strategy implementation is probably the most important project for a company's management. The big challenge lies in the scarcity of resources: the working time and skills of employees have long since become a limiting factor in the implementation of projects. It is therefore crucial to set the right priorities and concentrate on the really important projects. Management that fails to do this is putting the company's existence at risk.
In addition, there must be a willingness to take the thorny path of solid strategy implementation. This includes the well-known details of stringent project management: project goals, project plan, milestones, defined task packages with deadlines and responsibilities. Every company should have a number of project managers who are able to manage strategic projects - in such a way that a strategy ultimately bears fruit.
Digitalization is accompanied by acceleration and growing complexity - a development that iraq telegram data will continue in the coming years. Business processes and value chains are globally oriented and increasingly interconnected, while the ability to plan within companies is decreasing. It is obvious that all of this is not leaving project management unscathed.
Classic project management comes from a time when it was assumed that a project could be planned. Even though many projects were large and complex and often involved breaking new ground, the environment in which the projects and organizations operated was comparatively stable. Of course, this classic project management is not obsolete. It is still used sensibly in projects where the necessary plannability is given - for example in the construction industry and in engineering.