August 2009
Beginner
252 pages
6h 2m
English
Content preview from 97 Things Every Project Manager Should Know
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Chapter 21. Project Management Is Problem Management
IN THE BEST OF CIRCUMSTANCES, software project management is a challenging and complex endeavor. Yet, I often see PMs make it even more difficult by having the wrong set of expectations for the role.
Plain and simple, project management is problem management. Were that not the case, there would be no need for project managers. Rather, a request for execution would be made and all the pieces (resources, technology, requirements, timeline, etc.) would simply align and the work would proceed smoothly to completion without any need for shepherding.
The truth is, our role exists because that is not the reality. Resources are overallocated, technologies and skill sets are incompatible, requirements are unclear, and timelines are unrealistic. I frequently work with PMs who view those types of issues as inconveniences, annoyances, or "problems" caused by external forces that are interfering with their work. If only they had done this, if only they had thought that out better, if only they would give me more time, then all these needless complications would be gone and I could finally get on with the business of project management.
Needless to say, these folks spend a lot of their time frustrated, tense, and irritable.
The fact of the matter is, smoothing all those needless bumps and complications is the business of project management. ...