Managing projects are no longer an exception to the rule but a way of life across many industries. Ensuring that projects are prioritised in accordance with strategic and operational objectives that reflect the current needs of the organisation are imperative for ensuring successful project outcomes. Proper governance initiatives play a role in planning the project’s execution and monitoring and controlling its implementation.

This is especially critical in view of the diversity and complexity of decision making that occurs across several playing fields occupied with numerous interested parties. Project managers (PM) must communicate effectively ‘at all levels’ of business process to facilitate the ‘flow of work’ to meet these demands. Often, accounting for risk and looking for risk opportunities before they escalate is an effective way in keeping this flow of work ‘on course’ and ‘in view’ of ongoing collaboration between parties and milestone achievements. Integral to this process is the ability of the PM to lead by example.

Systems implementation that improves the organisation of work and key decision making, allow the PM to navigate complex organisational environments. Often, this leadership ability is strengthened through autonomy and independence to filter what information is required, when it is required and how it meets the project’s objectives.