ABSTRACT
This chapter is about what our company (‘new habits’) calls Humanability®. Everyone knows about project failure. Reasons often cited include lack of user involvement, unrealistic timescales, poor requirements definition, scope creep, having no clear sponsor or champion and many others. However, we believe that projects and change initiatives do not generally fail for technical reasons. They might fail for procedural reasons, but mostly they fail for human reasons. These can include political struggles and power games, lack of ‘buy-in’ (from a whole assortment of stakeholders), poor motivation, not understanding what others want and focusing on the wrong things. So unsuccessful project managers probably focus on the wrong things. But on what should they focus? We want to share our company’s views with you. Our aim is to provoke you to question your own practice and behaviour.
