The need for coordination is enormous when a company is carrying out many smaller projects or several large, complex projects at the same time. Anyone who works in an environment in which a large number of projects are carried out knows the challenge: it consists in all projects vying for or fighting for the same resources.
Thomas R. has recently taken over the management of the development department of an international mechanical engineering company. It only took him a few days to realise that his new department was not really prepared for the comprehensive management of projects. There are too many projects being implemented at the same time. There is no prioritisation - everything has the highest priority. The projects are not coordinated with each other in terms of content or timing. He only receives information about the progress of the mexico telegram data individual projects when he asks - and even that is sometimes extremely poor.
While it is difficult enough to keep track of a large project, the lack of transparency increases when there are several projects involved - and every company is working on many projects at the same time! Most of the time, management cannot even say why the projects were started, what status the projects have reached and whether the results are ready for use. Despite these obvious problems, new projects are always being started, even though they are taking resources away from ongoing projects.