A STUDY PUBLISHED IN THE
HARVARD BUSINESS REVIEW, WHICH ANALYZED 1,471 IT PROJECTS, FOUND THAT THE AVERAGE OVERRUN WAS 27%, BUT ONE IN SIX PROJECTS HAD A COST OVERRUN OF 200% ON AVERAGE AND A SCHEDULE OVERRUN OF ALMOST 70%.
COMMON PROJECT MANAGEMENT PITFALLS ▸
Not Assigning the Right Person to Manage the Project ▸ Failing to Get Everyone on the Team Behind the Project ▸ Not Getting Executive Buy-in ▸ Not Being Speciﬁc Enough with the Scope/Allowing the Scope to Frequently Change ▸ Providing Aggressive/Overly Optimistic Timelines ▸ Not Having a System in Place for Approving and Tracking Changes ▸ Not Having a Metric for Deﬁning Success
THE PROBLEM WITH A SINGLE-MINDED
FOCUS ON PROCESSES AND METHODOLOGIES IS THAT ONCE PEOPLE ARE GIVEN PROCEDURES TO FOLLOW, COMPLIANCE REPLACES RESULTS. EVERYBODY IS CONCERNED ABOUT HOW TO DO THE JOB, NOT ABOUT THE OUTCOME IF THE JOB IS DONE WELL.
TAKEAWAYS ▸ Have a clear
project scope with sign-off - and set priorities ▸ Be realistic ▸ Make sure everyone (including senior management) understands his or her role and responsibilities ▸ Make sure team members communicate with each other ▸ Set up calendar reminders for milestones ▸ Don't be afraid to communicate bad news -- and adjust expectations