IT Management Slideshow: Ten Statements That Lead to Project FailureBy Dennis McCafferty | Posted 01-06-2012
I always get by on gut feeling.
Instinctive thinking is valuable - but only when backed by solid research, metrics.
âWe donât need to share project criteria with the team. Theyâll do what theyâre told.â
Project transparency paves the way for buy-in from team members.
Don't blame me. I'm not the only decision-maker.
Team members respect managers who remain accountable.
I get people to work hard by setting goals just out of their reach.
Determine challenging ‑ but achievable ‑ goals to stretch team members' abilities without setting them up for failure.
We should hold back on essential resources until we're in trouble.
Project participants will think less of a leader that doesn't provide what's needed, when it's needed.
Social media is more of a distraction than anything else.
Only if you're a manager who can't get teams to maximize its market advantages and minimize its misuse.
I'll seek to get as many executives as possible on board.
You only need a few influencers. Too many chiefs will lead to conflicting objectives.
The best way to keep people on their toes is to change the game plan as we move along.
It's also the best way to keep the troops confused, stalling forward momentum.
Deal with the day-to-day and the overall environment will take care of itself.
Project leaders must recognize and account for all outside forces that can impact success.
Post-project analysis is a waste of time. Everything will be different the next time anyway.
There are unifying factors behind success that remain consistent from project to project.