In my role as a project leadership coach, trainer and facilitator I come across many project managers who are struggling to gain traction on their projects. They find it hard to get team members to commit, to gain buy-in from stakeholders and to win people over. They put in a lot of effort and complete a lot of work; yet they are not getting the results they want. Their projects are slipping, their clients are unhappy and their teams are de-motivated. Often, it is the most urgent requests that get their attention. At the bottom of the pile are activities that they never get around to.
I have always believed that you can learn as much or more from challenges and problems on projects as you do from successes. It is amazing how much you as a project manager contribute to the project’s challenges (in a bad way). The project schedule is a good example of where a project manager can have the best intentions in the world, and yet they create a schedule that is difficult to understand and nearly impossible to maintain. The bad thing about a poorly constructed project schedule is that it is something you have to live with the entire project life cycle. I have been on more than one project where we decided it was best to have a “do over” on the schedule than continue to struggle along with the one we were using. There are a handful of traps that project managers fall into when creating a project schedule, either because at the time it seems like their approach is a “shortcut”, or they don’t understand the scheduling tool well enough to know any better. These bad habits make the schedule difficult keep up to date to reflect progress on the project, as well as changes in the work to be performed.
Desde el blog de Cobalt Project Manager , propongo ahora la Guía de Ética para Administradores de Proyecto , de Ben Ferris . Ben empieza señalando que cuando se dirige un proyecto se deben tener muchas destrezas y habilidades. Pero es mu importante también ser ético. Y enlista tres aspectos que se deben considerar. Cuidar al Equipo Uno de sus grandes responsabilidades del Administrador de Proyecto es cuidar del equipo. En ocasiones es fácil y en otras no, pero es una tarea que simplemente no puede ignorarse.
By Eileen Strider Although everyone knows that the Affordable Care Act (Obamacare) system was not ready for prime time on the October 1 launch date, does anyone really know how the decision was made to go-live? Was it a conscious decision with full consideration of the readiness of the system or a de facto decision when October 1 arrived? And closer to home, do you know how your project will decide if it’s ready to go-live when the planned go-live date arrives? My project and IT management experience is that most people don’t believe that they could actually say “No, the system is not ready and should not go live on the scheduled date.” Here are just a few reasons why: – I’ll be the only one to say no. – No one will listen to me anyway. – I’ll be blamed for the project’s failure. – I’ll be labeled “Not a Team Player”.