The minor or major mistakes in the project can deteriorate its all-inclusive performance. Managing things effectively means to avoid certain things.
Manager-Centric Policy.
The managers often devise a policy that is quite centric to their role. The execution of that policy is mainly prioritized by the managers only. The other members of the team don’t have enough articulation to objectify the policy by making it more vehement as well as more articulated in the best means possible. When the policies in a project are centered on an individual alone, these policies are more likely to become biased or subject to poor performance. I.e. if a manager is ordaining every element on Prescription Glasses Program without input from customers’ reviews and other team members, the project doesn’t suppose to have improvement or diversification. That’s the reason, all the members of the team should have equivalent autonomy in devising the policy as well as successfully executing that in the best means possible. Don’t make the project eccentric to any single individual at all. Make it an effective and collective effort ordained by every member of the team. That’s a more skeptical approach to promulgating and nullifying a manager-centric policy on the project.
Lack of Resources & Skills.
Every project has success credentials based on its resources to objectify the entire project. Aside from resources, skills and expertise are more cardinals to in project management. Because each individual with pertinent skillset and expertise entails the respective objectives. What if that individual isn’t ordained by pertinent resources? The objective cannot be achieved. What if the resources are available but the skillset and expertise aren’t on board by the individual handling the project? That’s the reason, skills as well as resources both are to be handled properly for the project. It rationalizes the percentages for every aspect of the project. Overcome the lack of resources for the project. Overcome the lack of skillset of individual doing the job. When both the parameters have been guaranteed, the quality and timely execution of the project is achieved.
Project Allocation to the Wrong Person.
The allocation of the project is the initial paramountcy of the project. The allocation of the project determines whether the project is detrimental to success or the indicators of projects would determine its failure. How does this deteriorate the success of the project? Because the allocation of the project is wrong. The project has been allocated to the wrong individual who doesn’t possess the particularized skills for the project. Don’t take such risk regarding the allocation of the project. On the contrary, find a suitable individual on account of skills as well as expertise. A rightful person can handle the project more successfully and can do it with flying colors.
Lack of Objectification.
Were the objectives of the project determined before the execution of the project even started? If the objectives were clear, the project would be moving toward that objective by all the working members on that project. What if there is no objective at all? The project has no goals clearly. A project with no goals cannot be identified as a project with success. Lack of objectification in the project directly hits its performance. A project with no clear objective has no grounds to measure its credibility as well as the indicators to determine its success. Set the goals for the project. Determine all the objectives for the project at the very beginning of the project. This beginning would harness all the indicators of how a project can be well-managed. I.e. a Kids Glasses company set the objective of selling quarter a million glasses over a year. That’s the objective. By the end of the year, the assessment of the objective would be detrimental for devising the objective for the next year.
Micromanaging Project.
A project should be managed in a manner that reflects the best indicators of its success. A project should be managed in a manner where the teams are contributing, collaborating but they are working autonomously. That’s micromanaging the project would rather draw impressions of poor performance in the project. Let teams be open to new ideas and a newer working approach. Discussing the project scenarios and project goals & objectives at weekly or monthly project meetings sound way too credible. Don’t micromanage the project or put pressure on the working teams. Let the teams work autonomously and count on their collective efforts made on the project. That autonomous policy is more effective for project managers working with different teams.