Project Management Blunders
Classic Project Management Blunders (bloopers)
Alright. This is interesting, so let’s enumerate a few! In case you have additional ideas then please list those in the comment section.
So, here we go:
- Not allocating the exact individual to deal with the project
- Failing to keep adequate number of team members
- Not getting decision-making commitments
- Handling way too many projects at the same time.
- Being communication deficient
- Project scope not defined well enough
- Being excessively confident on project timelines
- Flexibility issues
- Changes in the project are not tracked adequately
- Projects are scrutinized exaggeratedly closely
- Software is jut a tool – don’t expect from it to solve all your problems
- Success and performance are not measured
Not Allocating The Exact Individual To Deal With The Project
This is a real risk to the project and causes even further harm. Not sure how to deal with the situation aroused but to allocate the individual to different tasks and appoint one who is competent enough.
Failing To Keep Adequate Number Of Team Members
Before one starts managing the project at hand that person should take into consideration changes involved and peoples’ way of work. You know: members on the team get sick or even quit. Others cannot keep up with the pace. What do you do in those cases?
Not Getting Decision-Making Commitments
Once Freya North, Pip said:
“You do NOT fear your OWN ability to COMMIT. Just think about your unwavering dedication to your career, your notion of sisterhood and friendship. You are tireless. That is why we all lean on you. Because you are totally committed to the lot of us.”
This is valid for Project Management as well. Don’t you think?
Handling Way Too Many Projects At The Same Time
Hmm… How much is too much? Really. I guess it depends on the individual involved.
Being Communication Deficient
This all boils down to communication deficits inherited from previous projects.
Watch the video for ordinary Project Management blunders!
Simple, yet critical advices indeed!
Project Scope Not Defined Well Enough
A project with well-defined scope is a sure way to heading for success. The scope impacts schedule and as such, the cost of delay should not be overlooked.
Being Excessively Confident On Project Timelines
Confidence amasses self guarantee and authority. However, being overconfident has repercussions in the accuracy of objectives to be achieved. After all, perceptions shape reality..
We all know that the bigger a project is, the less easier it is to understand problems around it. What to do? It’s simple: identify critical factors affecting flexibility. That’s the starting point.
Changes In The Project Are Not Tracked Adequately
What does this mean? Simply put not having processes in place for measuring and/or tracking results. Repercussions: no delivery of arguable benefits for the processes at hand; targets not met or not delivered completely.
Projects Are Scrutinized Exaggeratedly Closely
Somebody said: “Project managers are just babysitters”. The main goal is keep a close eye on people in the team but overdoing it complicates the story: it limits success.
Software Packages Are Just Tools
PM software packages are cool tools contributing to chopping time and effort off people shoulders using those. They don’t solve problems though…
Success And Performance Are Not Measured
“Success is not measured by what you accomplish, but by the opposition you have encountered, and the courage with which you have maintained the struggle against overwhelming odds.” ~ Marden, Orison Swett ~
In simple words: You can’t manage what you don’t measure!
Now I need your feedback. At this point I’m asking you:
Do you know more project management blunders?
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