Project management has risen in prominence over the last few decades, with project managers driving firms through revolutionary transformations and development. Project management has successfully put in place the workings of change management, team building, procurement management, and process management, from manufacture to production, from software design to finances.
HERE ARE TEN MYTHS THAT YOU SHOULD GET RID OF:
- If we can manage a business, we can manage a project too
Organizational structure is divided into “departments” that support its “business-as-usual” priorities. When confronted with a project requiring an uncommon liaison between a distinct set of skills, participants often default to the only configuration they are familiar with. They have little understanding or expertise with the different approaches used by experts to govern projects.
- We can accomplish anything we set our minds to
A workforce’s enthusiasm and goodwill are resources from which any organization can profit. However, the jars that hold them are not bottomless, just like our pockets. Projects cannot be sustained indefinitely by enthusiasm — or a force of will. Above all, they require investment. Businesses must prioritize what is most important and realize that we will not do some things, no matter how much they desire.
- A fantastic project manager will ensure success
No one can deny that the contribution of an experienced project manager may be transformative, and they can bring order out of chaos. However, contrary to common assumptions, the project manager is not the only person involved in the project, nor is they the most important. To correctly complete a project, an organization is required.
- Great ideas do not require justification.
Sometimes a simple vision might propose benefits that are so compelling that we wonder what is keeping us from pursuing them. Every idea needs to be understood perfectly, this means that every idea needs to be explained. No idea is perfect without the appropriate justification for it. Thus, if a project manager has to explain their idea, it doesn’t mean that it’s not an excellent one!
- Nothing is allowed to alter
When so much time and effort has gone into defining and detailing a project and obtaining the cash and time to complete it, it is understandable that there may be a reluctance to consider any changes to its goal, scope, or strategy. Although comprehensive project management is essential from the start, control should not be so strict that we cannot consider adjustments.
- Activity equals productivity
The excitement generated by hard work can be a reward in and of itself. However, we invest in projects not to keep people busy but to create deliverables that result in the realization of benefits when deployed. Although it is significantly easier to quantify amounts of time or money than to assess the suitability of a deliverable, this does not mean that we should not do so.
We plan for work to be completed in a timely and cost-effective manner; we should also prepare for it to be completed effectively.
- Our vendors share our goals
Both the parties — clients and suppliers desire some profit from a collaborative project, but they both have their own goals. For example, the supplier will be paid by the customer supporting the project, and the client will be rewarded for the benefits the initiative provides.
As some seemingly impossible marriages seem to endure, success has a lot to do with mutual understanding and respect for each other’s ambitions, no matter how different they are.
- We control the project by reporting progress
We frequently fail to distinguish between project reporting and project control. Cultures gradually adjust to become more concerned with intelligence rather than action. Organizations publish reports in this manner to warn of approaching failure, which they have lost the ability to manage
- We’ll deal with issues as they emerge
A realistic, risk-oriented mindset helps prepare individuals and organizations to avoid problems or respond to them more effectively when it occurs. However, project managers cannot be laid back assuming everything is on track. This mindset will surely cause more problems in the future. However, if you are on-top of your project and know it in-and-out, then you can solve problems as they occur. Risk management, like project management, can thus be viewed as a mindset rather than a method.
- Everyone is aware of our goals.
Each of us has a different definition of success. Unless a clear, unified vision is developed, each of the project’s stakeholders will pull it in separate ways, perhaps to ruin. No one knows what the project will achieve until that single vision is communicated, tested, and agreed upon.
Today’s changing environment and complex organizational needs require adaptable project management systems to become more accessible, powerful, and economical. As the buzz grows, professionals who want to succeed as project managers must be collaborative, transparent, adaptable, and confident in their execution.
The project managers’ grounding rules can best express their support for change by their actions, avoiding misconceptions, and not mindlessly adhering to beliefs such as those stated above. Though exciting, there is much work to be done, and the project deal motivates you to accomplish what you started.
Highbar Technocrat is one of the leading end-to-end IT solution providers for the Infrastructure, EC&O, Real Estate, and Power sectors. They are SAP Gold partner and offer a wide bouquet of digitally integrated solutions ranging from implementing SAP-based ERP solutions like Rise with S/4HANA, Cloud-based solutions to 5D BIM for mega infra-projects, RPA & IoT solutions, and many more. With an in-depth understanding and core competence of the construction & infrastructure industry, Highbar is the perfect blend of domain knowledge in the infrastructure business with a team that is well equipped to understand and relate to the requirements of the sector.
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