Frank's list:
- "Failure to appreciate the impact of a multi-project environment on single project success
- Irrational promises made due to a failure to take into account the variable nature of task performance
- Irrational promises made due to a failure to take into account the statistical nature of project networks
- Insufficient identification of dependencies necessary to deliver the project
- Focus on (and active management of) only a portion of what should be the full project -- a true bottom-line value adding outcome for the sponsoring organization
- Reliance on due-date, train-schedule, and actual-against-budget-to-date performance to drive project performance, resulting in the wasting of any safety included in the project (to account for 2 and 3 above) and in the effects of Parkinson's Law -- Work will expand to fill (and exceed) the time allowed
- Wasting of resources through underutilization because they aren't the "best resource" for the job
- Wasting of the "best" resources through over-utilization, multi-tasking, and burn-out
- Delivering original scope when conditions/needs change. Flip-side: accepting changes to scope without sufficient analysis of impact on the project (or on other projects)
- Multi-tasking, multi-tasking, multi-tasking, multi-tasking, and multi-tasking. Commonly thought of as a key problem in multi-project environments, where resources are expected to address tasks from different projects in a coincident time-frame, multi-tasking also impacts single project durations (and wastes safety) when dedicated resources are expected to wear several hats"
Some of those sound very familiar to me. And how about you?
