I was doing some diary planning with our company’s Administration Manager, Alison Smith. We cantered through November and December and suddenly we were into 2010; where did the year go?
Finishing diary planning I started to reflect on the year so far. After a few quiet moments one aspect that came through was the obstacles companies put in the way of successful delivery of projects. They may not realise it but they are obstacles. I started to make a list:
- There is no project management system to speak of and people can ‘do their own thing’…and no one does
- Having overly-complex decision making processes which slows down delivery of projects
- Large project boards – one I came across had a startlingly large 25 people on it
- Ill-trained or no training at all for project sponsors and project board members
- No ownership of project management by either a senior manger or a function in the business leading to lack of buy in for project management generally
- Several risk management processes within the business leaving the project manager to choose which one should be used
- Project managers having no authority, needing to defer everything upwards – slowing down decision making (see point 1)
- Training those who are not engaged in project work, while those who are cannot get on to a training course
- Senior managers who fire off delivery dates and budgets, without any thought as to whether the project can be delivered or is part of the overall agenda. Nor do they give any thought to resources and budgets required
This list is too long and the implications for project delivery serious. Have you any suggestions to add?