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10 Classic Project Management Mistakes

Failure in project management can feel like a “rim shot” in basketball, the cartoonish wa-wa-waaa sound made by a fellow player. As Dennis McCafferty explains in a slide post to CIO Insight, this occurrence is all too common in the world of IT.

Avoiding Common Pitfalls

Not surprisingly, much of the pressure (and blame) will fall on the CIO, who must be prepared to avoid the common pitfalls. Compiled by several industry leaders of PPM, the following guide can help you establish IT value for your business.

1. The Proposal Doesn’t Contain Value Points: because it inadequately defines which services, products, or processes will be replaced or improved upon.

2. Key Influencer Support is Lacking: If they are documented at the beginning of the process, they have no way to desert the project later on.

3. Scope Creep Veers Out of Control: Get a clear idea of a project’s scope before initiation and confer with stakeholders to avoid any non-mandated changes.

4. Users Aren’t Proactively Involved: Stop guessing at what the end users want! Instead, discover their business-driving demands.

5. Too Many Team Members: It’s unlikely that the project manager will be able to supervise more than an eight member team, so avoid recruiting more.

6. The Team Lineup is Wrong: Use competency evaluations to determine the appropriate candidate for each role.

7. Team Members Aren’t Adequately Trained: If team members are to understand the greater scope of the project, they must be proficient at their tasks.

8. Team Members Overwhelmed by Project Size: When this happens, it is up to the CIO and lead project manager to divide the project into more digestible pieces.

9. Project Defined as Side Responsibility by Members: If it doesn’t affect performance reviews and is perceived as a “side project,” count on poor commitment.

10. Processes, Tools, and Templates are Inconsistent: This will require re-education at each turn and in general breeds confusion.

You can read the whole article here:

About Eric Anderson

Eric Anderson is a staff writer for CAI’s Accelerating IT Success. He is an intern at Computer Aid Inc., pursuing his master’s degree in communications at Penn State University.

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