A big problem with project management is that people are always looking for shortcuts. While managers may not be looking for shortcuts, they are often looked to for those shortcuts. It is not necessary to suggest that they are dishonest in this regard. When people are asked to do something for which there is no clear answer or whenever they ask me to answer a question, they will always try to avoid doing the work by asking other people to do something in place of doing it themselves. It is not necessary to berate people for this, but you should be aware that it is happening.
Several common problems can cause the project manager to fail in the implementation phase. Failure to have the right skills on the project team will cause the project to fail. In my decision to change management theories as described in Chapter 9, I said that ideas such as strategic planning and PRINCE2 are good ones but have limitations.
Whatever is being planned for a project should define a scope of work to be done for the project. The purpose of the scope of work is to define what needs to be done and how much work it will take to do it. Recently, there has been a move to define the scope of work formally at the outset, using Work Breakdown Structures (WBS). These are templates that may be filled in with actual tasks or activities. This approach is useful for projects that need more detailed work structures than are achievable by a simple WBS.
Systematically determining what must be done to satisfy customers or meet operational goals is called scope analysis. Once the analysis has been completed, you should have a clear understanding of which requirements you must meet in order to complete the project and which you can let go. While requirements are not usually defined in a formal way, you should be able to list them systematically, and you should be able to clearly identify what is required for the project. 7211a4ac4a