Project Management Warning Flag 4 – Too Much Time, Too Few People

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Project managers know successful projects establish and maintain a balance between the elements of scope, time, and cost. Adding to or depleting any one of these elements necessitates a compensating change in one or both of the other elements; the integrity of the project management triangle being maintained.

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Business Performance Assessment Program Warning Flag 2 – Crediting Good Intentions

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“The road to ruin is paved with good intentions.”

German Proverb

Communicating assessment conclusions can be a difficult task, particularly in the case of improvement opportunities being presented to those directly managing or performing the function. Delivering the message is all the more difficult if those receiving it are organizationally senior to the self assessment lead or are influential favorites of the organization’s leaders. In these cases, business performance assessment leaders seeking a tactful way of communicating the ‘bad news’ often fall into the trap of crediting the good intentions and/or self identification of the issue by those responsible in order to put a positive spin on an otherwise negative message. Doing so, however, avoids the real issues at hand and can rob the organization of the opportunity to realize substantive performance improvements.

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Additional Resources

Lack of organizational accountability plays a significant role in the crediting of good intentions and recently self identified issues as assessment report conclusions. Principle, best practice, and warning flag articles on organizational accountability helping leaders enhance their company’s performance in this area can be found within the StrategyDriven topic: Organizational Accountability.

Other StrategyDriven recommended practices helping assessment teams avoid good intention and recently self identified issue conclusions can be found in:

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Decision-Making Best Practice 8 – Observe the Opportunity or Problem First Hand

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StrategyDriven Decision-Making ArticleEvery problem possesses unique nuanced qualities and it is often these minor details that renders a decision a striking success, a monumental failure, or, most frequently, simply average. Those who recognize these details can exploit them to their organization’s advantage.

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Get Data Directly from the Source

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The accuracy and subsequently the trustworthiness of organizational performance measures is founded on the quality of their underlying data. While performance measures are uniquely sensitive to changes in data, even the smallest error in data accuracy undermines a metric’s credibility if not its output.

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Standards and Expectations Warning Flag 2 – Ghost Standards

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Some things can go without saying… performance standards are not one of them. By defining expected behaviors, performance standards serve as both a translation of the organization’s values and a foundational cornerstone of individual accountability.

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