These project management habits impact teams, because it is about project teams that are client focused and committed to get the job done successfully)1. Not having the appropriate attitude
I have heard enough PMs say, while they had some significant failures, that they have been doing (managing/leading) this way their entire career and/or for a number of years ( and not about to change)
Not ensuring that supporting best (and good) practice processes (i.e., Change and CM and QA) are established early, upfront.
Not considering a combination/mix of methodologies when a particular methodology does not seem to fit the solution or when a client has mandated an approach for the solution. Combing and mixing methodologies has been used successfully with medium/large projects and programs. Note for choosing a methodology: if you understand math, different ways to solve a problem with the same answer (solution) but make it the most efficient one.
This item is the most important because it determines how you approach all elements/facets of a project or program. It is also about a Project Manager’s survival within different industries and implementing different technologies. My coaches and mentors stressed being client focused while maintaining your company’s credibility and your integrity, being open, flexible, make adjustments, never stop learning and be willing to improve personally and professionally, and do the job right from the start.2. Does not communicate well, at all levels.
Not engaged with the sponsor(s) and senior management, and a multitude of stakeholders
Project managers (and program managers) develop business and partnership relationships.
Communication can be one of the major reasons for project and program failure.
Create a communication plan and execute it. It is absolute necessary for Project Managers, Program Managers and Leads to communicate well, both verbally and written. Note: The lack of, or absence of, good communication will affect the support and commitment required from the sponsor and senior management (They ensure the participation of the organization and individuals).
3. Consistently avoids or ignores risk identification and management
No application of risk management. Not considering it important or saying not having enough time to do it
I have heard PMs sometimes say a project is too small to consider creating a risk management plan. Whether small or large each project/program has it challenges, issues and risks to be addressed, and risks ignored will impact or jeopardize the project’s/program’s success. Unexpected potential problems can directly contribute to project failure.4. Prefers the role of facilitator instead of being a Project Manager
Not being responsible and accountable as a manager. Being responsible and accountable requires leadership and management skills
Roles for a PM can be a facilitator, analyst, problem solver, project leader, etc. No need to debate whether leading an Agile or Traditional approach.As a program manager auditor, I was interviewing a project manager for a troubled project. When I asked the PM what were some of the critical issues identified, he stated that he was a “Facilitator” so did not have all the project and development issues, and that was unacceptable.When you have a position of responsibility as a project manager, it is necessary to manage and take the responsibility, be accountable and set the example while empowering team members to do their jobs and also be accountable.5. Self involved; no connection with the Team (not a team player and involved with the client and users).
Not displaying leadership and ensuring knowledge sharing and transfer
Not requiring team members to function as a team and members being empowered
Not understand how important collaboration is Overlooking the training and education activities required
As a PM, you are a part of the team; you may have participated in building the team, committed teams that trust you and your leadership. You must respect what the team and what other experts (each member) contributes. You set the example and the team must be empowered. Projects and programs are successful by teams (and each member) efforts and they must be recognized for their efforts and accomplishments.6. Not taking advantage of, and using, Best and Good Practice Processes’ (i.e., PM, Development, Change Management and CM, and QA) best practices. Although subject to improvement their proven best practices contribute to success and must be identified and used.
Not using, or considering, what has worked, been successful and required
Not establishing the best practices of change and configuration control to deal with scope creep and changing requirements (out or in scope)
Best Practices. Practices! Yes, best practices. Establish Best Practice Processes because it allows team to be proactive and provides the opportunity to respond accordingly and expeditiously. Many projects have the above problems but the use of best (and good) practices to prevent overruns and setting up early change management and configuration control to deal with scope creep, and changing requirements (out or in scope)lends to being proactive.Note: Build a knowledge base, document and use lessons learned and best practices from different disciplines.7. Not establishing a process/project improvement activity; documenting lessons learned and establishing a feedback mechanism.
Not transferring knowledge, getting feedback for process improvement
Use Total Quality Management (TQM) input, document and utilize lessons learned consistently and make use of them, share knowledge, for current and future projectsBONUS HABIT: Not making use of realistic data to plan and forecast and budget projects
Not using lessons learned and historical data and the knowledge base (expertise) of business and technical Subject Matter Experts (SMEs)
Providing unrealistic estimates for project elements: scope, plan/schedule, costs, etc.
A PM must learn the basics of forecasting and resource planning for a project or program. Often times a PM is provided with a project and a budget for it but a PM should be involved in the upfront activities to establish budgets… and companies should ensure that PMs are involved sooner. Some time the budget used ends up being inaccurate and/or unrealistic. Some times a budget is provided, but it must be verified to ensure it is realistic. Will PMs become better financial and budget creators and estimators? They must!Remember success builds confidence – to do the job right, consistently.