Project resource wars aren't just a theoretical issue, they're a real challenge for project managers and teams.

The cost of not re-setting delivery is working hard on the wrong things. It's losing trust before you've even noticed it's gone. It's delay disguised as busy. It's more chaos and less progress, every week.

A project portfolio approach ensures every effort serves your wider strategy. It balances risk and value across all initiatives and ensures every project, programme and team is working towards a unified goal.

Breakthroughs come from integration: Studies of interdisciplinary AI teams found that diverse backgrounds drive higher adoption and more effective outcomes than siloed experts

The reality is that the rigid application of either Agile or Waterfall rarely fits the messy reality of complex delivery. 

Tech goes live. Nothing changes. Why? The impact? Tech goes live but the business doesn't change. Adoption is low. Outcomes are diluted...

Project failure doesn't happen overnight. But slowly, deadlines slip, teams disengage and momentum evaporates. 7 warning signs to watch out for are:

Successful projects are more than just on-budget and on-time, real value comes from benefits realisation. You can deliver the best project in the world, but if it doesn't deliver the benefits, then it's all been for nothing. Make sure there are measurable benefits at the start of the project, review them regularly and host post-project reviews with Business Owners.

The difference between strategy and success is delivery. Without it, every brilliant idea remains just that - an idea. Brilliant ideas don't deliver outcomes, unfortunately. It's project management that ultimately makes those ideas a reality.

And honestly, most projects fail because of a lack of clarity and alignment, because people can't answer these questions:

Strategy might be critical but if it can't be turned into outcomes that people can actually deliver, then it's literally not worth the paper it's written on.

Don't rush in, proper planning ensures alignment to strategy and vision, awareness of business and people capacity, with clear success criteria and measurable ROIs.

BUT what I've learnt through my AI journey is that traditional business cases don't fit the realities of AI projects. 𝐖𝐡𝐚𝐭 𝐦𝐚𝐤𝐞𝐬 𝐀𝐈 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐜𝐚𝐬𝐞𝐬 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐭? 𝐀𝐈 𝐯𝐚𝐥𝐮𝐞 𝐞𝐦𝐞𝐫𝐠𝐞𝐬 𝐨𝐯𝐞𝐫 𝐭𝐢𝐦𝐞 

You can have the best intentions, and talented teams but still have your project stall. After years of helping organisations deliver, from rescuing critical iniatives through to end to end delivery, I've seen the same patterns again and again:

A project hits roadblocks, deadlines slip, and suddenly you're leading a team that's lost faith in the programme. Morale drops, productivity plummets. Here's how to turn things around: