“Starting projects, processes, products, etc., is too easy, as no one
wants to be perceived as getting in the way of innovation and progress.
Having an effective governance process to prioritize and manage initiatives,
processes, products, etc., is what separates successful from
unsuccessful organizations. Stopping old initiatives, processes, products,
etc., that should be replaced by the new product and process
should be built into the approval process for all new initiatives.”
“My experience is that once a project and a program get started, it is
very difficult to stop the project/program. There is always someone in
the organization that will advocate for a project’s continuation. The
job of stopping a project rests with senior leadership.”
“Once budget is allocated and the project takes on a life of its own, it
is hard to stop but has to be done, especially in tough times.”
“The main problem is not the starting or stopping; it is moving a project
forward in a timely way.”