153: The Secrets Of Successful Project Team Management

<p>Projects are simply too common.  Because of this we take them for granted, seeing them as part of our everyday work, but we don’t approach them properly.</p> <p> </p> <p>We certainly don’t apply as much planning expertise to the task as we should, as we wade boldly straight into the mechanics of the execution.  Why is that?   Poor leadership and a lack of skills make for dangerous dance partners, as the team launches forth rocking and rolling forward with no strategy and little expertise.</p> <p> </p> <p>Often, there is no existing documented planning process in place.  This can be rather ironic because often the projects are repeated or very similar projects are undertaken.</p> <p> </p> <p>The goals of the project are often too vague.  This is a lack of direction from the top leadership to those tasked with doing the work.  The project leader has to push back and manage upwards, seeking clear reasons for the WHY of the project. They then need to make sure everyone involved in the team understands the WHY.</p> <p> </p> <p>Project scope creep is like a cancer that can kill the project.  The project begins with vague boundaries around what is to be done.  In quick order, either external parties or the team members themselves, become like Australian Emus, a very curious fowl and are attracted by bright, shiny objects.  Very rapidly the additional tasks seem to multiply like amoeba, but the time frame and the resources committed to the project are in the deep freeze.  This never ends well.</p> <p> </p> <p>The implementation strategy regarding roles, budgets, timelines and follow-up is weak or non-existent.  Things go wrong because timelines were not clear nor properly planned.  The resources do not turn up at the required timing or the sequencing of the work is found to be skewwhiff, so there are delays you cannot easily cover or resolve. </p> <p> </p> <p>There may also be incompatible working styles in the team or difficult personalities involved.  You have to become the chief psychologist, in addition to team pr