Not being careful enough when negotiating supply contracts… This is so important especially in today’s day and age. I have already alluded to supply issues, but there are more, and some are surprising. Often, negotiators Read more…
Spending too little time at the beginning and end of a project…. from our experience there is a lot of pressure on Project Managers to “get things going”. People seem to think that deciding what Read more…
No credible success criteria… It is important to define at the beginning of a project what the success criteria are, and to measure along the way how you are performing to meet them. There is Read more…
Not tracking finances…. I have worked in companies who insist on tracking expenses, and others who don’t. I prefer the ones who do. Why? When you manage a project it is important to have an Read more…
Being unrealistic about timelines… Wow! This is a biggie. Often organisational behaviour creates this too, but well estimated projects are the most successful, and are based on no more than experience and common sense. There Read more…
Not fully understanding the deadlines and the reasons behind them… This often happens in large companies, but also happens in smaller organisations. Learned organisational behaviour creates artificial deadlines and as explained earlier, where the time Read more…
truly knowing what the project is supposed to achieve… It might seem a strange one to start with, but it catches a lot of people out. Sometimes the person requiring a project themselves doesn’t really Read more…
I was looking through some old collateral when I came across an article I wrote a while back. It’s a bit click-baity, but bear with me. After reading it and cringing at the way I Read more…
There are many moving parts that ITSM Implementation teams need to consider in the scope of a project. Commonly the main focus is on code and configuration and second to this is data. This is Read more…
