101 Project Management Problems and How to Solve Them: Practical Advice for Handling Real-World Project Challenges

101 Project Management Problems and How to Solve Them: Practical Advice for Handling Real-World Project Challenges

101 Project Management Problems and How to Solve Them: Practical Advice for Handling Real-World Project Challenges

101 Project Management Problems and How to Solve Them: Practical Advice for Handling Real-World Project Challenges

Synopsis

Even with a terrific project management program in place, problems can arise to derail your team's hard work. The last thing you need in the heat of battle is academic theory. You need field-proven fixes, practical answers to urgent questions, and simple strategies for navigating around obstacles. 101 Project Management Problems and How to Solve Them explores a wide range of these real-world challenges, including how to: - Keep a project on track despite unavoidable interruptions. - Prevent unreliable outside collaborators from jeopardizing the entire project. - Manage project teams who have little or no project management experience. - Make up for lost time without cutting corners. - Succeed in the face of threatened budget cuts. - And many more. Filled with plan-ahead strategies as well as on-the-fly solutions, this helpful guide is the ultimate project adviser and on-the-job troubleshooter in one! "

Excerpt

“It depends.”

Project management problems frequently arise as questions, and most good project management questions have the same answer: “It depends.”

By definition, each project is different from other projects, so no specific solution for a given problem is likely to work exactly as well for one project as it might for another. That said, there are general principles that are usually effective, especially after refining the response with follow-up questions, such as “What does it depend on?” For many of the project management problems included in this book, the discussion begins with some qualifications describing what the response depends on and includes factors to consider in dealing with the issue at hand.

This book is based on questions I have been asked in classes and workshops, and in general discussions on project management regarding frequent project problems. The discussions here are not on theoretical matters (“What is a project?”), nor do they dwell on the self-evident or trivial. The focus here is on real problems encountered by project managers working in the trenches, trying to get their projects done in today’s stress-filled environment. These responses are based on what tends to work, at least most of the time, for those of us who lead actual projects.

Some problems here relate to very small projects. Others are about very large projects and programs. Still others are general, and include some guidance on how you might go about applying the advice offered in a particular situation. In all cases, your judgment is essential to solving your particular problems. Consider your specific circumstances and strive to “make the punishment fit the crime.” Adapt the ideas offered here if they appear helpful. Disregard them if the advice seems irrelevant to your project.

Several general themes recur throughout. Planning and organization are the foundations for good project management. Confront issues and problems early, when they are tractable and can be resolved with the least effort and the fewest people. Escalate as a last resort, but never . . .

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