Common Project Management Mistakes

Being a project manager is not easy. You have to be on the alert all the time. In the end, fulfilling customer and team expectations, efficiency becomes a priority. Despite the experience and skills you may possess, you always have a constant fear of making a serious mistake that will affect your project.

Mistakes in Project Management that you need to observe and avoid are published in this article. The BVOP project management certification program and the practical project management course of PMA also share the same knowledge and principles.

There is no doubt that mistakes are part of life. There is no sure way to get rid of them and prevent them from reappearing. But with some basic rules and a proactive approach, many of them can be prevented in the first place. In addition, even if small errors do occur, you need to know how to limit them so that they do not become larger.

First of all, to avoid mistakes you need to identify them. The rest depends on how you prepare to soften them.

Let’s look at five major mistakes you should avoid throughout the life of a project.

Lack of Project Management Planning

Sometimes you may be euphoric when receiving green light from a client to start a project. You are excited to complete it successfully and quickly. This is an easy prerequisite for skipping the project planning. You miss the hazy parts like risks, details, and budgets specified by the customer.

This can interfere with the project a lot. One common but rarely realized mistake for both parties is that the client is too dependent on your services and trusts you completely and does not make any effort in discussing the challenges and details at the beginning of the project.

It may be your client’s first project. Therefore, he may miss out on problems and details of his organization that you may encounter while executing the project.

Another reason why planning may not be effective is to think that you will understand ambiguities at a later stage. This is also a serious mistake. If there is something unclear at the beginning, the next steps of the project cannot be completed until everything is cleared, understood and documented. You need to know clearly all goals, steps, dependencies, resources.

If you want to prevent any unpleasant surprises, make sure you clear your doubts and set clear goals instead of vague requirements. Your client needs to be on the same wave of project results and the approach you will take.

It is possible for your client to add even more requirements while maintaining the same budget. Therefore, if you anticipate all the issues during the planning phase, you will help prevent financial loss and damage your relationship with the client.

Project Manager needs to react

Although about 40% of projects fail due to lack of good planning, this is not the only reason for failure. There are various risks that we cannot foresee. They may occur at a later stage. It will be a mistake to simply react instead of acting.

For example, new state policy is to be implemented and new laws are to come into force. This will increase your costs by 10%. If you do not actively address this to your client, you may suffer 10% of your profit, which is quite a lot. The same may apply to the client’s project and he or she will suffer a 10% profit on sales or service.

Such risks should not be bypassed. In fact, 30% of projects fail because of unspecified risks. Inspection is required in every aspect. Risk management requires you to determine critical outcomes in advance. Then you must be ready with a contingency plan.

Always keep stakeholders informed of all risks through effective and clear regular communication.

Project Management practices are data-driven

The worst mistake you can make is to work on assumptions. This does not help you decide what will be best for your project. Project managers with experience work with their intuition. Their previous experience plays an important role in this. The intuition that comes with the experience is great, but that doesn’t mean you don’t have to pay attention to real data and facts.

The information is regulated by – project management governance

3 responses to “Common Project Management Mistakes”

  1. I will try to give answers and personal opinions that you asked me, I will try to be brief.
    Where have we gone wrong as a company? – you have not made a mistake, you are fully entitled to require your employees to complete the project on time and executed qualitatively. Perhaps regular and more in-depth meetings between the PM and senior management should be considered. In case of impaired communication, preconditions are created for such internal crises. It is necessary to request a report from the head of the IT unit to identify the problem.
    Where did our employees go wrong, if they were guilty of anything at all? First, it is inadmissible to export inside information in the public space by employees not authorized to do so, the mention of abbreviations also does not speak well. Secondly, each PM is obliged to inspire calm and confidence in the implementation of the responsibilities given to him. The manager is obliged to be in direct contact with superiors, to seek support and understanding. Communication with managers from the Client must be together with the top management. It is inadmissible to advise an external client on how to manage his staff.
    Do I have to cut any of the programmers? Any abrupt action during a project creates certain risks. The IT unit is our main engine for this project, before proceeding to certain actions it is necessary to analyze the work done so far, the delay, and possible risk of penalties. I propose to study things and make a proposal within 1 week.
    Should I refuse future work with this client if he is very difficult from a project management point of view? The first rule is “The customer is always right”. We need to find a way to improve communication. It is necessary to review our obligations and those of the Client under the contract and if necessary to sign an Annex with changed terms and conditions. Every Client is important and we must do everything possible to restore his trust.
    I hope I have been helpful with the information provided. Within 1 week I will prepare a report with specific proposals and initiatives for the successful completion of the project.

  2. In my opinion, the reason for the problems is the lack of frequent communication with clients, which invariably leads to non-fulfillment of project deadlines. This is something we need to change at first reading, as it is at the heart of identifying and addressing the problems that could potentially lead to these delays.
    Communication with customers determining the competencies of their employees is unthinkable and this practice must be stopped if it exists.
    In my opinion, the overall situation in the organization should also be reviewed and, if necessary, an additional Project Manager should be appointed, as constant communication with the teams is more than necessary.
    Communications must not stop and must continue over time.
    Promise to meet deadlines and be in a positive mood among colleagues. But let it not be just promises. When communicating, save nothing and share real information about your business.

  3. Perhaps in this case, as a recommendation, it would be possible to review the plan worked on this project to see if there really were any gaps, actual deadlines, whether they are feasible, whether they are consistent with other activities and activities. of the project so that it can be commented on. I do not think that meetings would be superfluous if they were really necessary, but this does not justify constantly delayed answers and untimely information, if this has become a practice, it would be a bad example, although an answer that does not contain quite the necessary information, and a notification that the information should be updated as soon as possible should be provided.
    If team members need clarification, this should be done to minimize any negatives (errors, omissions, incomplete information) that would have a direct impact on the project. This should be the leading feeling. for a successfully proposed product as an end goal, not the fear of negative comments and slander as motivation for work done, because we have no control over who will say what.
    Perhaps under the influence of emotions, the employee has reacted somewhat to the extreme, as he can not have the power to lay off people from another organization, which at the same time is even a client. I think it would be good here to get in touch with the team they worked with and see what they provided as feedback, which was required of them to see if these allegations against them were justified. to have a dialogue in order to achieve a balance in communication and to eliminate or at least reduce possible causes of ineffective communication, if any.