Lots of project managers complain about executives who pluck due dates from the sky with no consideration for:
- the work to be done,
- the availability of the team or
- the other projects that are underway.
That kind of due date setting leads to high failure rates but the project managers are also to blame because they give executives only one corner or dimension of the project to quantitatively manage.
These PMs don't quantify the scope, risk or budget so the executive only has one dimension to manage that has hard-edged data. Read the article about Project having 4-Corners and cure your executives of the dates only disease.
Best Regards,
Dick Billows PMP, GCA
4PM.com
3 comments:
I think that's great but I can't get my boss to sit down and discuss any of those other things and of course, it's easiest to come up with a due date and then keep adding requirements later. What can I do to make my boss see the light?
I'll admit it, I'm a PM who manages with due dates. But, that seems like the only option. I have never worked with a sponsor who used anything but a due date to determine if my project is a success. The PM should use the same criteria to measure the success of the project as the sponsor.
I agree with anonymous. Due dates are the most solid way to measure progress. And due dates make sure that team members get their work done on time!
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