The scale of the problem is stark: 70% of digital transformation projects miss their targets, while major infrastructure projects like HS2 have been shelved. Everything from small companies to local authorities have fallen into financial difficulties from failed projects. Even the entertainment sector has suffered from the delayed opening of venues and cancelled events.

At Flowlio, we train companies’ staff in project-management fundamentals and best practices, and suggest areas for improvement in organisations’ current procedures. These lessons need to be learnt much more widely.

Skills development gap

Organisations often underfund or fail to focus enough on project-management training for staff, leaving them without crucial internal expertise or support. UK companies find themselves without the knowhow to handle projects ranging from staff-number scale ups or premise relocations to major construction schemes. The Public Accounts Committee has said that of 16,000 project professionals who need to gain accreditation from the government's major project leadership academy before they can oversee infrastructure projects, just 1,000 have done so.

Undertaking quality training, with recognised accreditation, in project-management should be part of every firm’s mindset. This should include hands-on tasks based around real-world scenarios. Most businesses, whatever their size, can benefit from PM upskilling of almost every member of their team. PM knowledge and techniques can be used in day-to-day management and have a value far beyond simply learning how to handle a particular project.

The alternative to upskilling staff is relying solely on external consultants, which incurs additional costs and can create knowledge gaps in how a project should be continued or implemented into business-as-usual when the consultants depart. Teaching your staff new techniques and methods is also an excellent way to enhance their career and motivate them to stay with you to help grow your business.

Poor resource allocation

Companies frequently underestimate project requirements and this often leads to project abandonment or failure. According to Gartner, up to 75% of ERP projects don’t meet their objectives. Success demands more thorough cost assessments, more substantial contingency funds, and comprehensive feasibility studies. Building resilience into projects from the start is essential, including identifying and addressing early potential points of weakness.

Ineffective monitoring

Many organisations rely on ad hoc project-tracking methods, such as sporadic meetings and email updates. Implementing centralised digital reporting system, such as Flowlio SaaS, enables real-time project monitoring, allowing managers to address issues before they escalate. This approach also reduces the bureaucratic reporting burden on project managers, while keeping leadership informed.

Communication failures

Successful projects require clear communication among all stakeholders, but this is often patchy or missing from initiatives. Centralised reporting and information systems again should be used to help prevent silos and different teams’ work overlapping.

All staff, managers and even some contractors and suppliers need early involvement in project planning, clear role definitions, and understanding and input into how changes might benefit the organisation and their individual work. This creates a much-needed sense of ownership so that teams can work together to get a project over the line. It’ll also stop money being wasted trying to meet goals that staff know won’t help the company as much as senior leaders think.

Implementation challenges

Projects often falter at a late stage because organisations fail to plan how new systems or processes will integrate with existing operations. Staff may resist changes they view as imposed rather than collaborative. Working with software that requires stakeholder sign-off at crucial stages, before a project is signed off and implemented, helps ensure organisational readiness and capacity for change.

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