Project is used to implement organizational strategies. The next of an organization is greatly impacted through the quality of the projects it attempts. A top performing company is a company that makes typical projects & delivers them with unflawed execution. However; what is the happening in real world is differ. Projects endure frequently & fail often. Recently, the condition is getting worse or the record of public organizations is not good.
Seven deadly sins of project manager
1. Communication unbalance:
Communications run through a significant percentage of a PM’s time so ace would presume that i.e. a competency that even bad PMs would excel at. Unluckily, some PM’s treat knowledge or information like capability sharing it with those they wish to curry prefer with, & leaving everyone or in the dark.
2. Neglecting the stakeholders:
PM’s can get burrow vision by focusing purely on their direct customer and sponsor. While this individual may be the one of signing deliverable acceptance forms & evaluating your activity, and a good PM requires practicing 360 deg. management sponsor, stakeholders and team.
3. Inaccurate and incomplete project control management books:
It doesn’t matter how heavy & light your PM methodology is (and even if you organization doesn’t have ace). There is a basic set of project information that should be kept present so to facilitate in project tracking, manage, monitoring & transition. Having an out of date timetable is bigger than having no schedule at each at least a stakeholder doesn’t make any wrong decision from a not presented schedule.
4. Ignoring conflicts:
Conflict is a natural event on most of projects but accidental PMs are often un-used to controlling interpersonal conflicts and may be tempted to neglect them in the hopes that the condition will re-solve itself.
5. Jettisoning risk management:
If a PM happens to be aware of better project management risk practices, they may not have the enteral fortitude to “sell” the requirement for these practices to their sponsor, neutral & team.
6. A blind focus on the triple constraint
While range, schedule and cost constraints are important, a PM may ignore the fact that project has to deliver the business value to neglect “the procedure was a success, but the affected role died” symptom. Poor PM are less probable to ask questions such as “Is this product necessary to the end outcome”, “Are we gold metal plating” and “Is this task still of value to the organization”?
7. Poor assumptions management
Projects have uncertainty & to try to cut down this uncertainty, we make premises. As a good PM will log vital assumptions, share them with the whole project team, attempt to formalize them pro-active, & use them as one of the comments into risk identification.