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Top Five Project Management Pitfalls

Despite all of the good that project management can bring, it is still undervalued and often remains unnoticed across industries. Project management is designed to demystify the process of regularly delivering quality work of any type, but in the pursuit of perfect project management, you are bound to run into a hitch here or there. In a post for PM Hut, Petros Rigas counts five things that could hurt your good intentions:

  1. Assuming a technical engineer is capable of managing a team
  2. Frivolously planning
  3. Including the project manager after the contract is signed
  4. Assessing the project’s scope after the contract is signed
  5. Executing projects with any skills available

Where Rubber Meets the Road

Just because a technical engineer is good at delivering results does not necessarily translate into good managerial skills. Project management skills are not simply acquired by accident, and it takes years of trial and error to develop the skill set that leads to success. On that same note, planning is absolutely critical for a project’s success, and a smart manager acknowledges this and takes adequate time to plan. During this process everything becomes accounted for in regards to time, costs, and resources, but it also allows for managers to see who is on board and willing to support the execution of this project.

Project managers offer a perspective regarding projects that is unique from any other department, making them an integral asset when signing a contract. Their insight about anything from scope to schedule can help determine if the contract is too much of a risk and should be amended or thrown out. Similarly, one of the worst assumptions a person could make is to assume that a large contract, with a huge amount of money, is foolproof:

In their urge to secure large contracts, many companies agree to sign fixed-price contracts without a clear description of the scope involved in doing the project. They assume the large revenue obtained from such contracts should surely be enough to cover the scope and they assume the technical team should definitely be capable of handing the situation. After signing a contract, they assign a project manager to check the technical requirements and check the scope with the customer and they expect things should turn out as expected.

Lastly, in an effort to decrease costs, companies too often assign people with the wrong or poor skill sets to execute the project. Every aspect of the project requires a defined skill, and in order for the project to be successful, it needs to be nurtured by the right people.

You can read the original post here:

About Danielle Koehler

Danielle is a staff writer for CAI's Accelerating IT Success. She has degrees in English and human resource management from Shippensburg University.

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