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7 Deadly sins of measuring project results |
Do you know how your project’s performing? Are you sure???
Measuring project results occurs in every project – task completion, performance to schedule, etc. Many PMs, managers and leaders believe that the efforts they are making toward measuring project results are “good enough”. There are, however, potentially fatal mistakes (figuratively) that can be made in managing the data collection and analysis of project measurement results. You can’t manage what you can’t measure is almost a cliché – but this saying has never been more appropriate.
So how do you avoid the 7 deadly sins of measuring project results?
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Most Project Managers think selling as a PM’s skill is some sort of an oxymoron – being a PM is the opposite of selling. You manage and report the facts, deal with estimates and manage a group of people. The sheer fact of the job limits the ability for a PM to sell, right?
I couldn’t disagree more – PMs must sell, and we sell every day. Some call it negotiation, some call it “positional” authority, but break it all down and we’re selling our hearts out to get the project out the door. We sell to and with our team, to our stakeholders and definitely selling is an integral part of the client relationship. Don’t worry; I’m going to explain my assertion.
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Defining the problem your Project needs to solve |
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When most projects start out they have an identified problem that is driving the effort. Every project I’ve been a part of, or can think of for that matter, has at it’s core a problem, perceived problem or need that is moving people to action. I believe that a large number of these projects are scoped to “fix” the wrong problem.
The costs (and the subsequent wasted funds) of missing the problem aren’t trivial - but many refuse to look at alternate ways of defining their organization’s problem discovery process. This isn’t a formal process in most places - it’s a gut reaction from leaders who see symptoms from a problem and act decisively to resolve it. Unfortunately, the ROI payoff on this method of problem discovery isn’t all that good.
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