Even with a terrific project management program in place, problems can arise to derail your team’s hard work. The last thing you need in the heat of battle is academic theory. You need field-proven fixes, practical answers to urgent questions, and simple strategies for navigating around obstacles. 101 Project Management Problems and How to Solve Them explores a wide range of these real-world challenges, including how to:
Keep a project on track despite unavoidable interruptions.
Prevent unreliable outside collaborators from jeopardizing the entire project.
Manage project teams who have little or no project management experience.
Make up for lost time without cutting corners.
Succeed in the face of threatened budget cuts.
Filled with plan-ahead strategies as well as on-the-fly solutions, this helpful guide is the ultimate project adviser and on-the-job troubleshooter in one!
Review By: Ann E. Drinkwater 12/07/2011The material in Tom Kendrick’s 101 Project Management Problems is very basic and geared towards someone just starting out. It is also a good refresher for someone well versed in project management practices. In the trenches of day-to-day management of projects and people, it can be easy to lose sight of some of the critical success factors Kendrick discusses.
The book covers many areas (101 to be exact), but I found the following topics most useful and pertinent reminders, regardless of practice area or skill level:
Managing people and projects is about relationships. This really relates to all facets of business. In order to succeed in business, you must develop sincere relationships. Dining with others is a good way to build rapport and relationships. This should be something that is easy enough to do and can have a great impact.
With many of us operating in global, virtual environments, we are aware of time zones. It is also important to be aware of International Date Line differences, which is more than just an hour difference here and there.
Use your project retrospectives (aka post mortems) not only to review the metrics on the project, but also to allow your teams to put the not-so-pleasant memories and situations behind them. Allowing your teams to air their thoughts can go a long way towards shedding baggage.
Regardless of the methodology used (agile or waterfall), set up the necessary review points and gain approval at each stage in the project. We are accustomed to this with agile, but it can and should be done in waterfall projects too.
Another thing I liked was that the chapters are very short and concise. Completing a chapter gave me an immediate sense of satisfaction. This structure provided quick takeaways.
Some of the ideas and statements presented are not the most practical or reasonable, but overall I think this material is a good reference for project managers and the general management community.