Project management is critical to the success of a project, particularly during these tough economic times, says business intelligence and 
information management ser-
vices provider PBT group programme manager Andreas Bartsch.

He says that project managers 
across industries have been placed under huge strain as many organisations are cutting back on project budgets. “Project budgets 
have been restricted and it has impacted negatively on the indus-
try, as project managers are tasked with delivering a project in a shorter time, with less financial means,” he says.

Bartsch says that a project manager’s primary responsibility is to oversee and deliver a project from start to finish. He adds that the appropriate circumstances and project environment need to be created before the start of a project. “Before a project starts, 
there need to be an accepted busi-
ness case, proper risk management and organisational readiness. Tangible benefits must be identified at the outset to continuously align to the realisation thereof,” he says.

He explains that too often many incorrect expectations are created by project owners, such as unrealistic delivery times and 
budgets, which result in a constant struggle against these constraints for the duration of the project.

“Having the right expertise is crucial to any project and a critical success factor,” he says. He adds that many organisations are slowly realising that project and programme management are 
important mechanisms in executing business strategies.

Bartsch says that one of the key challenges that information technology (IT) project managers are currently facing is the lack of confidence in IT projects owing to the high failure rate of projects within the industry. “This is a perception that needs to be dispelled as IT plays a significant role in supporting a business.”

He adds that IT project managers have an opportunity to significantly contribute by guiding business leaders in creating the appropriate project structures and foundation to position the project for success.

Bartsch says that emphasis should be placed on measuring the key performance indicators of a project to continuously 
obtain a realistic view of the project performance. 
“Preferably, IT project man-
agers must have industry experi-
ence and understand IT projects. 
“They must have leadership qualities to motivate the entire team to achieve the intended aims of a project. Relationship management between stake-
holders is also pivotal,” he 
concludes.