How do you deal with a project error

IT strategy

The consulting firm Standish Group has found that only around 29 percent of all IT projects are completed as planned. According to the software vendors and project consultants surveyed, IT departments keep making the same mistakes. They do not work according to standardized project management processes, misuse their staff or underestimate and ignore risks. In most cases, there is a lack of thorough planning and communication - within the project teams themselves and between teams and financiers or corporate management. We've rounded up some of the most common project management mistakes and tips on how to avoid them.

1. The wrong people

The problem: The distribution of employees among the project teams is difficult. If people are used incorrectly, the whole project suffers and, in the worst case, dies completely.

The solution: IT and project managers need extensive knowledge of the personal skills and workloads of their employees, but also of project collaborators such as consultants, suppliers and subcontractors. The external forces are often disregarded, although a large part of the actual work falls on them. First of all, project management software can help gather the information you need. The next thing is the right distribution of tasks. There are various organizational models for this. Project planners should involve people and tasks to the best of their knowledge and belief. It is possible, for example, to appoint a resource manager who takes care of the distribution of employees and their skills to individual teams. The most important thing is the balance of the teams - both in terms of the character of their members and their talents. So-called Tiger Teams offer employees the opportunity to leave their usual job for a year or more in order to work on a specific project. In the opinion of many experts, it is more important than the involvement of employees tailored to specific tasks that the balance is right at the higher project level. The distribution of the tasks to be done depends on the composition of the teams and not the other way around.

If you cannot find the right staff for a project, you should ask yourself whether the project is actually aligned with your own corporate strategy. Projects that have already started but stalled should be stopped early rather than wasted time and money in them. The freed up financial and human resources are then better taken care of in a conceptual realignment.