Project acceleration: approaches, risks and practices (part 2)

The overview about the different approaches to project acceleration and their potential allowed us to design a survey focused on companies where projects are at the core of their business and operation model, but not necessarily only the so called PBE (Project Based Enterprises), so to better understand limitations and expected effectiveness of these approaches. The survey is based on a questionnaire where companies are classified according to their size, industry and operative tools. It is focused on understanding the link between the choices companies make in implementing one or more methods and their operational features. Different types and causes of project delays were investigated and then linked to the acceleration techniques available in each context, as well as any delay due to the authorization process. The analysis coming from the data gathered within the survey includes a focus on the possibility an acceleration plan has to get success. That can depend on many factors, such as competences of the project manager, organizational structure and streamlined interconnections, proven risk management system, structured planning, good reporting and monitoring system, robust processes for managing projects, availability of additional resources, newly added competences and, of course, the company commitment to the recovery plan.