13 Tactics Guaranteed to Kill any Project

26 07 2006

How many of these tactics can you identify and how many are at work right now in your organization?

13 tactics guaranteed to kill any project

1. Assemble and invite a huge group of people to participate, most of whom have no stake in the outcome.

2. Do not assign or elect a leader, or better yet, assign leadership to several members.

3. Never make the goals and objectives of the project clear. Leave them as vague as possible.

4. Never assign responsibilities to specific members and never set firm dates for the completion of tasks.

5. Stifle and block all new and alternative ideas, never allow questioning of procedures or goals, eliminate all creativity and any dissension.

6. Plan lots of long, unplanned meetings without an agenda, where nothing is achieved, goals are not reviewed, and no new compromises are agree upon. Especially good are meetings very late in the day, on Fridays.

7. When asked for information and interaction with other members, take a long time to answer and do not give them what they are asking for. Never respond to emails from other members.

8. Never participate during a meeting, but outside the room complain to everyone that the project is doomed and that everything is wrong.

9. Allow meetings to be interrupted by phone calls and visitors, let everyone answer emails and do work on their laptops during the event.

10. Make sure there are no resources assigned to the project or members, this includes time and money.

11. Give all the decision-making power to one individual, and make sure they never make a decision. Good lines to use to delay decision-making include “this is an important decision, I think it should be reviewed and studied further”, “we don’t have all the facts yet”, “I’ll take it under advisement”. This person should also travel often and be difficult to contact.

12. Big decisions that affect the project should be shared with only a few of the participants.

13. Always blame other members for anything that might be wrong. Attack aggressively, loudly and in public if possible.

Related

Effective Business Meetings

Create a debate – find out who really wants the project to work

Step by step beginner’s guide to project management


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