Project Management

How to Improve the Quality of Project Execution

Irfan Shariff is an expert project manager with a passion for delivering exceptional results for his clients. He is passionate about driving the utilization of project management in its entirety in organizations so that they can repeatedly deliver exceptional value to their stakeholders in the most effective and efficient way. He can be reached at [email protected]

Life isn’t getting easier for us project managers, especially those managing technology-based projects as corporate management continues to demand that projects be delivered faster, cheaper and better. Not surprisingly, when projects aren’t delivered in line with management expectations it is the hapless project manager who gets blamed.

While project managers typically attribute external factors (changing requirements, disengaged resources, missing sponsors, etc.) for poor project performance and project failures, senior management blame it on poor project management and leadership.

The third view based on field research done by Hans J. Thamhain[i], in Managing Technology-Based Projects: Tools, Techniques, People and Business Processes attributes poor project performance to “the limited capacity of project managers to deal with risks and contingencies, to sustain support from resource groups and to engage stakeholders.”

In this article, it is this challenge of sustaining support from resource groups that I want to focus on. I am sure any project manager who has worked in an enterprise IT environment can relate to both the continuing demand to deliver projects faster, cheaper and better while dealing with the perennial problem of sustaining support from functional resource groups throughout the project lifecycle. The adage “any …

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