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Assignment#01 19011556-072

The document outlines common mistakes in IT project management, categorized into people-related and process-related errors. Key issues include undermined motivation, unrealistic expectations, and insufficient risk management, which can hinder project success. It emphasizes the importance of effective planning, stakeholder involvement, and quality assurance to avoid these pitfalls.

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Zunaira shabbir Shabbir hussain
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15 views4 pages

Assignment#01 19011556-072

The document outlines common mistakes in IT project management, categorized into people-related and process-related errors. Key issues include undermined motivation, unrealistic expectations, and insufficient risk management, which can hinder project success. It emphasizes the importance of effective planning, stakeholder involvement, and quality assurance to avoid these pitfalls.

Uploaded by

Zunaira shabbir Shabbir hussain
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 4

IT Project Management

Assignment Number 1
Classical Mistakes

Session
2019-2023

Submitted by:
 Zunaira shabbir
Roll #:
 19011556-072

Submitted to:
Page 1|4

Sir Ikaram_Ul_Haq
People-Related Mistakes

Undermined motivation
 Decreased drive and enthusiasm among team members, leading to
reduced productivity and engagement.
Weak personnel
 Presence of employees lacking the necessary skills or experience,
hindering project progress and effectiveness.
Uncontrolled problem employees
 Difficult individuals causing disruptions and conflicts within the team,
impacting overall cohesion and performance.
Heroics (irresponsibilities)
 Employees resorting to last-minute heroic efforts to meet deadlines,
risking quality and sustainability of the project.
Adding people to a late project
 Attempting to accelerate a delayed project by adding more team
members, which can lead to communication challenges and inefficiencies.
Noisy, crowded offices
 A distracting work environment with too many people in close proximity,
hindering focus and concentration.
Friction between developers and customers
 Tension and disagreements between the development team and
customers, affecting project understanding and customer satisfaction.
Unrealistic expectations
 Setting goals or deadlines that are unattainable given the available
resources, leading to frustration and burnout.
Lack of effective project sponsorship
 Absence of strong leadership and support for the project, resulting in
unclear direction and inadequate resources.
Lack of stakeholder buy-in
 Insufficient support and commitment from key stakeholders, impeding
progress and decision-making.
Lack of user input
 Not involving end-users during the development process, leading to
products that may not meet user needs and expectations.
Politics placed over substance
 Prioritizing personal or organizational interests over project objectives and
quality.
Wishful thinking
 Relying on hopeful or optimistic assumptions without proper planning or
evidence, risking project failure due to unrealistic beliefs.

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Process-Related Mistakes

Overly optimistic schedules


 Setting unrealistically tight timelines for project completion.
Insufficient risk management:
 Failing to adequately identify, assess, and mitigate potential risks.
Contractor failure Insufficient planning:
 When a contracted party fails to fulfill its obligations and Lacking detailed
and comprehensive plans at the project outset.
Abandonment of planning under pressure:
 Neglecting the initial planning process when faced with time constraints
or stress.
Wasted time during the fuzzy front end:
 Wasting time in the early stages of a project where goals and
requirements are unclear.
Shortchanged upstream activities:
 Not allocating enough time and resources to crucial activities early in the
project.
Inadequate design:
 Producing designs that are flawed or not meeting the project
requirements.
Shortchanged quality assurance:
 Not dedicating sufficient effort to ensure the quality of deliverables.
Insufficient management controls:
 Lacking proper oversight and control mechanisms throughout the project
lifecycle.
Premature or too frequent convergence:
 Making important decisions too early or changing directions too often.
Omitting necessary tasks from estimates:
 Leaving out essential tasks when estimating project timelines and
resources.
Planning to catch up later:
 Intending to compensate for delays or shortcomings in the future, which
can lead to further issues.
Code-like-hell programming:
 Writing code without considering maintainability and long-term quality,
leading to technical debt and inefficiencies.

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