1. Don’t bother prioritizing your organization’s overall project load. After all, if there’s a free-for-all approach to your overall program management (i.e., “survival of the fittest”), then the projects that survive will be those that were destined to survive. In the meantime, senior management need not trouble themselves aligning projects with strategic goals or facing the logical imperative that people simply cannot have 12 number one priorities! (See my online article What’s Project Portfolio Management (PPM) and Why Should Project Managers Care About It?)
2. Encourage sponsors and key stakeholders to take a passive role on the project team. Let them assert their authority to reject deliverables at random, without participating in defining project outcomes in a high-resolution fashion. And above all, don’t bother project sponsors when their constituents (such as key SMEs and reviewers) drop the ball and miss their deadlines.
3. Set up ongoing committees focusing on management process (such as TQM groups, etc.) and make project team members participate in frequent meetings and write lots of reports… preferably when critical project deadlines are coming due.
Read more at: Michael Greer