Poison No. 3 – The focus on individual projects
One of the biggest sins in multi-project management is managing a project as if it were a single project. In doing so, it is often overlooked that almost every decision within a project simultaneously affects other projects. What may be good and right for one's own project can have a negative impact on other projects. Nevertheless, project managers are only measured by how successfully their own project is running. The impact this has on the rest of the organization is considered secondary at best. In this way, the multi-project organization quickly cuts off its own nose to spite its face.
In his book "The Deadline," Tom DeMarco describes four principles of good management: a project manager must first select the right people, second assign the right employees to the right tasks, third motivate the employees, and fourth help the team mexico telegram data to get started and take off. Everything else is "administrative trivialities."
Correct! The only problem is that these administrative trivialities can really put a strain on project managers in their day-to-day project work. If they don't get the administrative processes under control, this can lead to problems that are anything but trivial. In a multi-project organization in particular, excessive meetings, complicated coordination and endless approval processes can paralyze project work. There is a great danger that project managers will literally drown in these unproductive activities.