When is time to leave a failing Project
When is the time to leave a failing project? How can you safeguard your reputation as a Certified Project, Program & Portfolio Managers
In companies where projects are round the clock, it becomes more of an Operation than a single project, however companies fails in streamlining the process of Project start to delivery to close smoothly as each phase has too many control of different people but no single ownership. There is no effort to establish proper interconnections between operations and different functional Stakeholders in different phases of a project from sales to HR recruiting /training /welfare of making team to execution to quality to documentation . In one sense the impressions are Operation of project is only ’delivery’ but not before or later.
There is no Chief operation head or Chief Project head , to ensure all functional stake holders are in coordination before or after the delivery . The role of CEO and CFO are different and expected to be only in integration of operations with business development by CEO or financial development by CFO but not coordinating OPERATIONS . They fail to realize the differences .
It suddenly becomes a heavy organization with too many daddys and mummys at middle and top leadership wanting to either relax or some wanting to see that spoiled child ie project is corrected by their own parenting ways. The real ownerships or parents ie somebody who is in charge of operations are helpless to dictate the proper tools , fund, trained teams before the project is launched. 90 percent functional executive want to analyse the operation as a favourite time and justification of the employments whine such an analysis is one of the things they ought to do but work also . The balance two or three project manager running round the clock managing/fighting or begging support from functional head .
There is also no effort to take off AN AGEND A POINT from a point where it was left earlier, the issues are soon forgotten or presumed they will get solved on their own. The decision making is deliberately delayed and not explained also . There is also no effort to make operation /project team to be part of thinking process of why some rules of managing the operation teams are being implemented. The half hearted information becomes rumours and operation team is on divergent view with loads of misunderstandings of issues. There is every body talking of process implementation but there is no back ground information or any new information / plan to implement it.
Now when is the time to leave such a project environment: Don' t try so soon even when, without powers of a combining integration of stages, you start becoming the fall guy for drop in sales, drop in quality delivery due to delayed funds, material , trained teams, lack of defined processes, drop in welfare activty and also zero collection invoicing.
The challange is STICK ON like the last man holding the post and take on the challanges, as these are the ways and good opportunity to also learn RISK MANAGEMENT some thing that comes from internal than external. The real OPERATION HEAD is the one who makes his way and gets work done through own learning and charting a course and process of execution of each aspect of stages of project. STICK ON with the bad work and make it good.
In companies where projects are round the clock, it becomes more of an Operation than a single project, however companies fails in streamlining the process of Project start to delivery to close smoothly as each phase has too many control of different people but no single ownership. There is no effort to establish proper interconnections between operations and different functional Stakeholders in different phases of a project from sales to HR recruiting /training /welfare of making team to execution to quality to documentation . In one sense the impressions are Operation of project is only ’delivery’ but not before or later.
There is no Chief operation head or Chief Project head , to ensure all functional stake holders are in coordination before or after the delivery . The role of CEO and CFO are different and expected to be only in integration of operations with business development by CEO or financial development by CFO but not coordinating OPERATIONS . They fail to realize the differences .
It suddenly becomes a heavy organization with too many daddys and mummys at middle and top leadership wanting to either relax or some wanting to see that spoiled child ie project is corrected by their own parenting ways. The real ownerships or parents ie somebody who is in charge of operations are helpless to dictate the proper tools , fund, trained teams before the project is launched. 90 percent functional executive want to analyse the operation as a favourite time and justification of the employments whine such an analysis is one of the things they ought to do but work also . The balance two or three project manager running round the clock managing/fighting or begging support from functional head .
There is also no effort to take off AN AGEND A POINT from a point where it was left earlier, the issues are soon forgotten or presumed they will get solved on their own. The decision making is deliberately delayed and not explained also . There is also no effort to make operation /project team to be part of thinking process of why some rules of managing the operation teams are being implemented. The half hearted information becomes rumours and operation team is on divergent view with loads of misunderstandings of issues. There is every body talking of process implementation but there is no back ground information or any new information / plan to implement it.
Now when is the time to leave such a project environment: Don' t try so soon even when, without powers of a combining integration of stages, you start becoming the fall guy for drop in sales, drop in quality delivery due to delayed funds, material , trained teams, lack of defined processes, drop in welfare activty and also zero collection invoicing.
The challange is STICK ON like the last man holding the post and take on the challanges, as these are the ways and good opportunity to also learn RISK MANAGEMENT some thing that comes from internal than external. The real OPERATION HEAD is the one who makes his way and gets work done through own learning and charting a course and process of execution of each aspect of stages of project. STICK ON with the bad work and make it good.
