Project failures are costly. They eat away at profitability not just in dollars, but in wasted time, eroded client confidence and deflated team morale. In our last post, we shared 3 of the top 6 project killers.

Now, let’s look at the remaining 3 top project pitfalls, along with how to sidestep their damaging effects.

Inadequate Resource Planning

Many projects are set up for failure by not properly scheduling resources. While double booking is clearly a no-no, other seemingly simple oversights—like forgetting to allow for travel time between meetings—can add up to a loss.

Solution: Carefully assess the resources needed to successfully complete your project on time and on budget. If not all tasks can be handled from inside your company, don’t be afraid to seek outside talent to get the job done.

Overpromising and Under Delivering

Project management is not a good candidate for an ‘ask forgiveness later’ scenario. Having to apologize to your client for not coming through is awkward at best.

Solution: Don’t promise anything unless you’re 100% sure you can deliver. Communicate regularly with your client to set achievable expectations to avoid any surprises along the way.

Scope Creep

Of all project failure culprits, scope creep is the biggest offender.

Solution: To avoid being strong-armed into doing more than was originally promised, chart a course and stick to it with a clear Statement of Work (SOW). It’s a handy tool to point to when project approvers—whether authorized or not—start adding to the wish list. Expect that there will be scope creep, prepare for it, and train your team to handle it. You can always be willing to fulfill the client’s expanded requests, but for an additional price.

ConnectWise has helped thousands of technology service providers develop and enhance their strategies for project management.

April Taylor

April Taylor

April’s career has been focused on software implementation, consulting, process improvement, and product management. She began her career at ConnectWise in January of 2006 as an Implementation Consultant. On a fast track, she became a...

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