A. "You bet! Our executives have the tendency of equating rough estimates as detailed budgets and rough schedules as detailed schedules. Then, they want to know why the line managers won't commit their best resources. We almost always end up with cost overruns and schedule slippages. To make matters even worse, the project managers do not appear to be dedicated to the projects. I really can't blame them. After all, they're not involved in planning the project, laying out the schedule, and establishing the budget. I don't see how any project manager can become dedicated to a plan in which the project manager has no input and may not even know the assumptions or considerations that were included. Recently, some of our more experienced project managers have taken a stand on this and are virtually refusing to accept a project assignment unless they can do their own detailed planning at the beginning of the project in order to verify the constraints established by the planning group. If the project managers come up with different costs and schedules (and you know that they will), the planning group feels that they have just gotten slapped in the face. If the costs and schedules are the same, then the planning group runs upstairs to top management asserting that the project managers are wasting money by continuously wanting to replan."
* Disguised case.
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.