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I agree with Rifat, and I would say got to be so organize specially with EVM, forecasting, estimations and using good software such as P6.
- A disorganized project manager: One of the primary project management skills that any project manager should possess is organization. Sadly, quite a few project managers out there are disorganized, which means a lot of wasted time (locating documents, re-discussing things that were already discussed, etc...).- Worshiping methodologies: Yes, ask any project manager and he can tell you that a project management methodology can be worshiped by insane project managers (unfortunately, there are many). What's the point, for example, of using Agile in a construction project, or using Waterfall in a software project. Only methodology freaks can answer this question, and have already written and practiced scripts to explain endless delays behind using the wrong methodology on a project just because they like it.- Stepping into the functional manager's territory: Often project mangers feel tempted into expanding their authority and circle of power into a functional manager's territory. This can work, but only if the functional manager is weak and for a short period. When this weak manager is replaced (and he will be replaced), he will devise ways to regain the lost power, while at the same time minimizing the role of the project manager.- Hiding behind the project sponsor: Many project managers act as if they have neither responsibility nor accountability, and throw both at the project sponsor. This is wrong. Yes, the project sponsor is accountable for the project, but responsibility of the project lies on the project manager. The project sponsor must be clear with the project manager that although he's there to help him, he's not there to do his work, or assume responsibility of the project.- Panic mode: How many project managers have you seen panicking in a project? I assume a lot. I actually have yet to see a project manager who doesn't panic, and who doesn't make the whole team panic. Imagine how different any project would be if the project manager was calm all the time, and the team members were working in a healthy, productive environment with no stress passed by the project manager from the stakeholders. Any delay in the project is the result of a mistake made by the project manager so he should be calm in fixing this mistake and not make his team members pay the price for something that he did.- No work-life balance: Some project managers respond to their emails in the bathroom, during the night, on a weekend. These project managers have no life, they are workaholics, their social life is negligible (and so is that of their significant other), and their physical shape is pathetic. Eventually, this will have a serious effect on their work abilities and productivity.
