Smooth Projects... Effective Project Management!
Project Management Software Articles
10 guarenteed methods to screw up a project.
- Don’t bother prioritizing your organization's overall project load.
After all, if there’s a free-for-all approach to your overall program
management (i.e., “survival of the fittest”), then the projects that
survive will be those that were destined to survive. In the meantime,
senior management need not trouble themselves aligning projects with
strategic goals or facing the logical imperative that people simply
cannot have 12 number one priorities!
- Encourage sponsors and key stakeholders to take a passive role on the project team.
Let them assert their authority to reject deliverables at random,
without participating in defining project outcomes in a high-resolution
fashion. And above all, don’t bother project sponsors when their
constituents (such as key SMEs and reviewers) drop the ball and miss
- Set up ongoing committees focusing on management process (such
as TQM groups, etc.) and make project team members participate in
frequent meetings and write lots of reports… preferably when critical
project deadlines are coming due.
- Interrupt team members relentlessly
… preferably during their time off. Find all sorts of trivial issues
that "need to be addressed," then keep their beepers and cell phones
ringing and bury them in emails to keep them off balance.
- Create a culture in which project managers are expected to “roll over” and
take it when substantive new deliverables are added halfway through the
project. (After all, only a tradesperson like a plumber or electrician
would demand more money or more time for additional services; our
people are “professionals” and should be prepared to be “flexible.”)
- Half way through the project,
when most of the deliverables have begun to take shape, add a whole
bunch of previously unnamed stakeholders and ask them for their
opinions about the project and its deliverables.
- Encourage the sponsor to approve deliverables informally (with
nods, smiles, and verbal praise); never force sponsors to stand behind
their approvals with a formal sign-off. (In other words, give ‘em
plenty of room to weasel out of agreements!)
- Make sure project managers have lots of responsibilities and deadlines,
but no authority whatsoever to acquire or remove people from the
project; to get enough money, materials, or facilities; or insist on
timely participation of SMEs and key reviewers.
- Describe project deliverables in the vaguest possible terms so sponsors and reviewers have plenty of leeway to reinvent the project outputs repeatedly as the project unfolds.
- Get projects up and running as quickly as possible
– don’t worry about documenting agreements in a formal project charter,
clearly describing team roles/responsibilities, or doing a thorough
work breakdown analysis. After all, we know what we’re doing and we
trust each other. So let’s get to it without a pesky audit trail!
Article by Michael Greer
"Now that we've used the "PM" software, I can't imagine managing projects without it!
Nothing can slip through the cracks any longer. It's also allowed us to share project files and deas in an organized and simple manner."
Laguna Hills, CA