Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
How to Botch Your Role in a QA Initiative (Part 2)
Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.
After reading Part 1 you were thinking, “Okay, that didn’t seem so bad. Yes, there were a couple of ways revealed for my project to fail while the QA process is new, but there also were some solutions provided that I can actually use.”
You may be disappointed by Part 2, which shows even more ways to fail. Being a project manager means that you have to use and support the new QA initiative, but it also means that you have to complete your project successfully.
Wait to Prepare for Resistance
During a new QA initiative, the organization will send out communications to minimize expected resistance and develop ways for workers with problems to work out their issues. With everything else you have to do, you can put off your own parallel activities. That can lead to your project suffering from “local resistance,” which causes delays and budget overruns.
The Fix: Create your own project interventions to dissolve local resistance and meet schedules.
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Minimize the impact of “passive-aggressive” resistors, who resist quietly without participating in solutions, by making it clear during the Activation stage that you expect the new QA processes to be used.
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At meetings scheduled for the beginning of each phase, ask about any new QA procedures that may cause problems. Those who are worried …
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