Nightmare on PM Street

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Nightmare on PM Street

by Andrew Makar

October 19, 2009


Gather around goblins and ghouls for the latest chilling tale from our Project Management Nightmares series! Rather than bore you with tales about sliding scope, mismanaged schedules and poor performing vendors, I thought I’d write about a topic that can be a nightmare on projects if it is mismanaged--relationships.
 
You can take a project manager who can quote the PMBOK by knowledge area and process group, arm them with the latest project management tool that builds self-managing schedules and provide the project manager with project resources that make a Navy S.E.A.L. team envious. Despite all these talents, they can’t defeat the monster of a mismanaged relationship. When you analyze successful projects, they succeed because of the healthy relationships formed with team members, stakeholders and vendors. The nightmare begins when these relationships are poorly formed, trust is lost and you still have six months to deliver a poor performing project.
 
My project nightmare started when I was a business analyst working on an aggressive IT project for a human resources business function.



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"To generalize is to be an idiot."
- William Blake