Life today is a tangled mess. Everything is interlinked, meaning problems and opportunities rarely have a single, neat root cause. Instead, they emerge from a chaotic web of factors. Projects aim to tackle these issues or seize these opportunities, so it’s only fair to assume that the projects themselves will be just as messy. A project manager’s job, then, is to wade through this complexity and figure out what’s really going on.
Regrettably, it’s far simpler to believe that life is straightforward and that every issue has a single, clear root cause. The only silver lining to overlooking this complexity is that it helps us identify mistakes that might lead to improvements. Unfortunately, these mistakes have shown up in the last project—and the one before that. It seems we’re getting better at spotting them but not necessarily at avoiding them.
- Mistake 1: Bringing in an external program manager. They often thrive on a cocktail of minor successes and justifiable delays. A small win earns them credit, while delays conveniently lead to contract extensions.
- Mistake 2: Handing over responsibility to the IT department. IT will deliver exactly what’s in the requirements, nothing more. IT doesn’t know what’s truly needed or valuable, resulting in a process that misses the bigger picture.
- Mistake 3: Relying on Atlassian software tools to depict project status. Plugging all tickets into a system and generating fancy charts and analyses might look impressive, but focusing solely on metrics like burn-down charts and story counts can mislead you. Measuring what’s easy rather than what’s meaningful can derail the project.
- Mistake 4: Clinging to silos. Real life doesn’t fit neatly into disciplines—there are no pure marketing problems, sales problems, or IT challenges, just what Ackoff termed “messes.” While organizing projects by business units might seem practical, it often complicates matters in practice.
- Mistake 5: Relying on contractors. Large projects require more resources than you have, but hiring outsiders who truly understand your business is nearly impossible. So, you either invest time getting them up to speed or use them for basic coordination, leading to a flood of charts for upper management and a drained team.
- Mistake 6: Using all-hands and brown-bag meetings for communication. It’s tempting to think a big all-hands meeting will cover all your communication needs. Information filtered through multiple layers often ends up as a polished, abstract narrative devoid of critical details. Real value comes from directly engaging with team members.
The solution is simple. Not easy. But simple: Focus on Business Value, break down silos, and shorten reporting lines. Prioritize delivering tangible business value over merely checking off project milestones. Organize projects around business deliverables, involving team members from various departments and levels. Direct communication channels provide clearer, more immediate feedback and support, helping the project stay on track and adapt to changes more effectively. By centering efforts on business value, dismantling silos, and streamlining reporting lines, you create a more agile, responsive, and value-driven project environment. Such an approach aligns project activities with business objectives, enhances collaboration across the organization, and speeds up decision-making, leading to more successful project outcomes. Easy, no? No. But definitely worth the time and effort.