Press release

Best Practices in managing high risk, high reward projects - Tata Interactive Systems’ way

MumbaiTraining Press ReleasesTata Interactive Systems

Managing a high risk, high reward project needs preparedness with processes, tools, trained teams and best practices in place.

'Fewer than two–thirds of projects meet their goals and business intent (success rates have been falling since 2008), and about 17 percent fail outright', says the Project Management Institute’s (PMI) 2013 research. At Tata Interactive Systems (TIS), they have a better success rate with meeting project goals, which may be why they were able to take on a project that 16 other vendors indicated they were unable or unwilling to start. TIS, the pioneer and global leader of learning solutions, readily signed up for the challenge to create 1.5 hours of serious games. It should take at least 16 weeks; TIS was able to deliver in 11 weeks.

Most learning organizations face the distinctive request about doing more (more engaging, more global reach, more performance support and more results) in less time. In 2009, 45% of the companies surveyed for Masie’s Learning Resources Barometer indicated that their learning department had to do more with fewer resources.

So why were so few learning vendors interested in considering the healthcare opportunity? What made TIS able to produce something 16 other companies wouldn’t even start? Anna Kuehl, Vice President - Key Accounts, North America, Tata Interactive Systems says: “it likely has to do with how well prepared a learning partner is and perhaps their level of exposure and experience”.

TIS has refined and institutionalized their processes and created tools, such as Project Management & Collaboration Portal and a proprietary rapid development tool, LearnX, to ensure success. To further extenuate its success TIS partners with customer organizations and provides coaching and best practice guidance throughout the customer initiative.

Further details are available at: http://www.tatainteractive.com/thought-leadership.html.