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Have you ever come up with a wonderful new product, service, or procedure? What was the attitude of your project team toward taking it seriously?
Of course, not all of the suggestions are feasible or even useful. There are some compelling arguments against innovation. In my perspective, new ideas are frequently squashed before they are ever examined.
As a project manager having undertaken a PMP Course online, I feel it is our obligation to embrace innovation. Look for it and give it your support. Examine an innovative method's benefits with rigour.
Even if the idea is clearly progressing, you'll need to market the new concept to clients and sponsors on behalf of your team. The following are only a handful of the many roadblocks to project management innovation.
- Within an organisation or project, it's difficult to change things after they've begun moving in a certain way. The new strategy is very certainly at odds with an existing strategy that someone designed and for which they have a "my baby" mentality. Their 20-year-old excellent invention is still going strong, and you're threatening to dethrone it. You don't have the authority to say that. Seriously, 'the way we do things has been ingrained in an entire firm or programme. Project managers who have undergone a PMP Course online - who wish to put their teams' fresh ideas into action must also be able to persuade the rest of the organisation.
- Many times, the daily struggle to fulfil our chores overwhelms us, and this adjustment is just another thorn in our side that we'd rather ignore. When you're already stressed out, it's difficult to accept change. It's a bit of a paradox if innovation enhances productivity because feeling overwhelmed should be a sign that something has to change. However, we are not born with the ability to reason; we must all work hard to develop it. As a result, protec
ting the system that has resulted in the feeling of being overwhelmed is a true impediment to change. - People prefer consistency over change because change is inconvenient. Plus, if it's never been done before, how do we know it'll work? To put it bluntly, we don't. An innovative technique's additional risk should be reflected into project estimates. In particular, implementing new technology implies a large amount of risk. Most innovations cost more up front due to the learning curve that comes with deploying something new. If we don't add extra time and money to our estimations to account for unpredictability, we'll deliver late and over budget. This can stifle innovation even more, because managers who support novel strategies may believe, "This innovation only caused us to miss our deadlines and go over budget." That was most likely a bad idea."
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