Read an Excerpt
Introduction
‘‘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
hesitate to do so when it is necessary. People will treat you as you treat
them, so act accordingly. Good relationships and trust will make solving
any problem easier—you really do get by with a little help from your
friends.
Given the broad spectrum of project types and the overwhelming
number of ways that they can get into trouble, it’s unlikely that this (or
any) book will effectively resolve all possible problems. Nonetheless, I
hope that this book will help you to successfully complete your projects,
while retaining some of your sanity in the process.
Good luck!
Tom Kendrick
tkendrick@failureproofprojects.com
San Carlos, CA
