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Library of Congress Cataloging-in-Publication Data
Kendrick, Tom.
101 project management problems and how to solve them : practical advice for handling real-world project challenges / Tom Kendrick.
p. cm.
Includes index.
ISBN-13: 978-0-8144-1557-3 (pbk.)
ISBN-10: 0-8144-1557-1 (pbk.)
1. Project management. I. Title. II. Title: One hundred one project management problems and how to solve them. III. Title: One hundred and one project management problems and how to solve them.
HD69.P75K4618 2011
658.404dc22
2010015878
2011 Tom Kendrick
All rights reserved.
Printed in the United States of America.
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Printing number
10 9 8 7 6 5 4 3 2 1
To all the good project managers I have worked with,
from whom I have learned a great deal.
Also to all the bad project managers I have worked with,
from whom I have learned even more.
Contents
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 todays 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 easieryou 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, its 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
PART 1: GENERAL
1. What personality type fits best into project management?
Depends on:
The type and scale of the project
Experience of the project team
Understanding Personality Types
There are a large number of models used to describe personalities. One of the most prevalent is the Myers-Briggs Type Indicator (MBTI). One of its factors describes a spectrum between introversion and extroversion. Projects are about people and teams, so good project leaders tend to be at least somewhat extroverted. Introverted project managers may find their projects wandering out of control because they are insufficiently engaged with the people responsible for the work.