10 Classic Project Management Mistakes

10 Classic Project Management Mistakes

The Proposal Doesn't Contain Value PointsThe Proposal Doesn’t Contain Value Points

A proposal will get shot down quickly if it doesn’t clearly state which products, services or processes it will replace or improve, and how this fits into the organization’s strategic plan and profitability goals.

Key Influencer Support Is LackingKey Influencer Support Is Lacking

Once secured, any top influencers’ commitment should be documented. That way, those influencers can’t back out later with “Well, I never really was on board….”

Scope Creep Veers Out of ControlScope Creep Veers Out of Control

Before the project begins, get stakeholders to sign off on the project’s scope. If changes are later mandated, make sure they’re justified, agreed upon and documented.

Users Aren't Proactively InvolvedUsers Aren’t Proactively Involved

Don’t pretend to know exactly what users want. Get them to specify business-driving objectives.

Too Many Team MembersToo Many Team Members

Project teams of eight or less are ideal, because that’s as many as a single project manager should supervise.

The Team Lineup Is WrongThe Team Lineup Is Wrong

Develop required competencies for each role before you evaluate and recruit members. Only 15% of organizations use competency evaluation tools to assemble project management teams, research shows.

Team Members Aren't Adequately TrainedTeam Members Aren’t Adequately Trained

Beyond simply knowing how to do their jobs, team members need training to understand the big picture objectives, scope, assigned roles, timetables, etc., as well as how to detect and mitigate early trouble signs.

Team Members Get Overwhelmed by the Project's SizeTeam Members Get Overwhelmed by the Project’s Size

When a project gets too wieldy, the CIO and lead project manager must break it into doable parts, in stages. Remember: Divide and conquer.

The Project is Defined as a Side Responsibility of MembersThe Project is Defined as a Side Responsibility of Members

They’re told to “fit it in around your normal duties,” and it never really impacts their performance reviews, so they don’t fully commit to the project’s success.

Processes, Tools, Templates are InconsistentProcesses, Tools, Templates are Inconsistent

Inconsistency breeds confusion, along with the need to re-educate members about every new thing that is introduced.

Dennis McCafferty
Dennis McCafferty
Dennis McCafferty is a contributor to CIO Insight. He covers topics such as IT leadership, IT strategy, collaboration, and IT for businesses.

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