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7 deadly sins of project management

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Presentation for the 2013 Mid-Atlantic Technical Communication Conference by David Zimmer

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7 deadly sins of project management

  1. 1. Seven Deadly Sins of Project Management Abolish Them From Your Organization As Presented to1 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved
  2. 2. Project Management  Many are chosen, but few actually choose it.  We are  the chosen people,  asked to do the impossible,  within an unreasonable timeframe,  provided limited resources,  given full responsibility, and  endowed with no authority.  If all goes well, Boss gets the glory.  Anything goes wrong, we get the blame.2 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 2
  3. 3. 7 Deadly Sins of Project Management  Lack of Formal Training  No Project Management Process  Lingering Projects  Uncontrolled Scope Creep  Poor Communications  Unreasonable Expectations  Incomplete Definition3 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 3
  4. 4. 1. Lack of Formal Training  66% Projects Fail – Standish Group CHAOS Report  Successful Project = Meets or Exceeds Stakeholder Expectations – PMI  80% Project Managers Not Formally Trained – American Eagle Group  Trained Project Managers = 70% Success Rate – Standish Group  Solution: Training Pays Off4 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 4
  5. 5. 2. No Project Management Process  Why The Need For Process?  RTMI  Repeatable  Trackable  Measureable  Improvable  Solution: Create and Follow A Process5 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 5
  6. 6. 3. Lingering Projects  Poisonous To Organization  Impacts More Than Local Project Team  Indirect to Direct Cost Ratio: 5:1 to 10:1*  Solution: Determine A Conclusion: Complete It or Kill It * Sessions, Roger, CTO of ObjectWatch, The IT Complexity Crises: Danger and Opportunity, 20096 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 6
  7. 7. 4. Scope Creep  Define Scope Creep  Different Forms:  Nibble Down The Lane  Bold Assumptions  Leadership Leans  Hallway Tackles  Unintentional Do-Gooders  Solution: Defined and Enforced Change Control7 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 7
  8. 8. 5. Poor Communications  Communications Are Not Planned – They Simply Happen  Results: Lots of Misses  Miscommunications  Misunderstandings  Misinformation 28  Missed People 21 15  How’s It Work 10 3 6 1  Solution: Plan Communications8 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 8
  9. 9. 6. Unreasonable Expectations  Expectations: The act or state of looking forward or anticipating*  Unreasonable: Not governed by or acting according to reason**  Double-Edge Sword: Given A Challenge, We Rise To The Occasion  Appreciation of Effort Doesn’t Match Effort Expended  Solution: Mutually Agreed Upon Definition of “Reasonable” Level of Gratitude Exceed Effort Expended * Dictionary.com ** Merriam-Webster.com9 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 9
  10. 10. 7. Incomplete Definition  Define “Complete”!  Progressive Elaboration  Definition Is Complete When Project Is Finished  Solution: Adaptive and Controlled Project Process10 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 10
  11. 11. Conclusion  Seven Deadly Sins 1. Untrained Project Managers 2. No Process 3. Lingering Projects 4. Scope Creep 5. Poor Communications 6. Unreasonable Expectations 7. Incomplete Definition  Solution: Proper Project Management Methodologies11 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 11
  12. 12. Questions? Time Project12 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 12
  13. 13. David A. Zimmer, PMP David A. Zimmer, PMP is an evangelist for project management, helping others learn proper techniques in managing their projects. He works with and trains clients in proper project, program and project portfolio management methodologies. Having managed several small to large projects (10 people to 500+ team members and stakeholders) gives him practical insights into the do’s and don’ts of project management. His formal education, research and consulting provides the value his clients need to increase project portfolio performance and project success. He regularly presents at conferences, group meetings and corporations on various topics including project management, conflict, leadership, team building and other important areas related to project, program and project portfolio management. His online school (www.PersonalPMPTutor.com) aids individuals in preparing for the Project Management Professional (PMP®) certification. Clients include AT&T, Cisco, Avaya, Alcatel-Lucent, Sprint, Siemens, ENDO, Astra- Zeneca, Pfizer, Hitachi USA, Janssen Pharmaceutica, and American Axle. He has published several articles and books, and founded the American Eagle Group in 1992. For further information or if you would like Mr. Zimmer to speak with your organization, contact his company at 215-491-2544 or info@ameagle.com. PMP is a Registered Trademark of the Project Management Institute13 Personal PMP® Tutor www.PersonalPMPTutor.com Copyright © David A. Zimmer, PMP All Rights Reserved 13

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