Most often, time management in a project is
viewed as the maintenance of the schedule. The schedule however
is just a working tool that will allow you to determine that
something is broken down or not. It is additionally used as
a tool to compare against cost and performance data.
Sometimes a project managers inability to effectively
handle a time robber will create additional time robbers. Consider
the following list of “how not to get something done.”
Profess not to have the answer. Lets you
out of having any answer.
Say that we must not move too rapidly. That avoids the necessity
of getting started.
For every proposal, set up an opposite and conclude that the
middle ground (no motion whatever) represents the wisest course
of action.
When in a tight place, say something the group cannot understand.
Say that the problem cannot be separated from other problems.
Therefore, no problem can be solved until all the other problems
have been solved.
Move away from the problem into endless discussion of ways
to solve it.
Wait until some expert can be consulted.
Say that it is not on the agenda and will be taken up later.
This may be extended ad infinitum.
The conclusion to be drawn from this is that
good project management is not an art or a science, it is both.
Project managers are not just skilled technicians or data collectors
and reporters, planners or administrative managers. They are
not just risk assessors or human bevavioralists. Effective
project managers need all of these skills and more.
Project managers are a very rare breed of senior
persons that are experienced and continually trained to achieve
breakthrough results. DSA can provide these staffs.
To download an Adobe version of Program Management
(32KB) click here.
