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The Antidote for Project Malpractice
To reduce project “malpractice” and the harm it causes, organizations must improve their overall project management maturity. Here is a framework for aligning strategy, oversight and execution to build more mature, effective project and portfolio management efforts.
Let’s face it — there are instances when poor project-management performance must be labeled malpractice. The word malpractice connotes sub-par performance, injury and severe financial consequences. Most everyone associates malpractice with medicine, law or accounting, but it is hardly, if ever, connected in anyone’s mind with project management. Why not?
What other word better describes the actions that lead to late, over budget and dysfunctional processes or systems — the consequences of which injure the performance of the organization? And there are legal liabilities associated with project-management malpractice. Sarbanes-Oxley regulations, for example, require timely reporting related to key systems and projects. This requirement applies to c-level executives even when the project team offers them no clear understanding of a pending disaster.
The responsibility for malpractice does not rest solely on the shoulders of project teams, but also on c-level executives. Most often, the factors contributing to project management malpractice — either top-down from the …
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