One of the main tasks of each company and hence, their project leaders, is to design and develop products and services to facilitate their customers’ lives. However, 72 percent of newly developed products fail. That means, customers do not care about 7 out of 10 products introduced to the market.<ref name="Strategyzer, (2017, March 7). Strategyzer's Value Proposition Canvas Explained"></ref> Global players such as Nintendo experienced failure by launching its first gaming console, namely the Famicom console. Further gaming consoles, such as the Atari or Nintendo NES also did not convince the customers. Nintendo was not the only one who struggled to offer the right products to an emerging market, other big companies, such as Apple, launched a number of failures to the market. However, it should be the aim of every company not to waste its valuable resources on introducing a failure to the market and hence launch a product not belonging to the 72 percent mentioned above. As already mentioned before, the pace of change in technology, business environment and other areas accelerates each day and organisations need to keep these fast-changing factors under control. Prince2 depicts two key challenges for organisations to survive in nowadays society. Firstly, enterprises need to maintain their daily business operations, such as customer relationships, brand loyalty and productivity. These aspects are beyond the scope of this article. Secondly, it is highly recommended to focus on the transformation of business operations in the future to remain competitive. This future change is implemented by various projects. Newly introduced projects are the main trigger for change. PMBOK and Prince2 describe a successful project as temporary, meaning it should have a clear start and end date. The project is terminated when the objectives are reached, or it failed to achieve its aims. Another reason for an early termination of the product is its redundancy. Furthermore, Prince2 argues that cross-functional teams should be aligned. Due to their different backgrounds and skills, organisations hope, that team members work more efficiently and implement a change that affects others outside the team. In addition, every project is unique. It might be the case that some projects are quite similar, but different team members, different customers and other factors distinguish a project from others. Unfortunately, every project comes with a potential risk of failure. Due to fast pace of change and the uncertainty of the near future, potential threats could appear. However, a project could also be a success and bring opportunities with it. To make use of these business opportunities, organisations set highest priorities on a successful project management. Therefore, organisations choose and select very wisely their project managers and the assigned team members. To avoid introducing a poor product, project managers play a critical role identifying and recognising the right approach in order to achieve the project’s objectives. Project managers occupy an important position as leaders in project teams which is clearly visible throughout the whole project (Reference PMBOK). According to Prince2, project managers are responsible for setting up a clear plan indicating the sequences for the upcoming steps. Without having a plan, control over everything is not guaranteed. It might be possible to accomplish somehow this new project by himself or herself, but especially in project management it is crucial for the project manager to delegate tasks to team members to make use of the synergies and cross-functionality as well as reducing risks at the same time. Furthermore, it is the project manager’s responsibility to monitor the delegated work and if necessary, take a supportive role for occurring obstacles and emerging problems. In addition, if the project team is way ahead of the schedule, the project manager ought to find ways to speed up the closing of the projects or save costs.