Posted by: Jaideep Khanduja
project management, project manager, Software Project
Let us take a case of project manager X who is well recognized in his organization for his capability of doing task well and before time, delivering project in time and up to the complete satisfaction of his management and customer, delivering in a quality way. It has happened due to some very good achievements by him as project manager that made his management proud of his capabilities.
Consistency is a big issue with this project manager. He is not able to finish his task well and before time ALWAYS. He can not deliver project in time and up to the complete satisfaction of his management and customer ALWAYS. He does not deliver in a quality way ALWAYS. If he has some very good achievements in his credit, there are more number of failures that overweigh his debit side.
He has some extraordinary qualities that nobody else has in organization but that does not qualify him to take charge of crucial projects due to his inconsistent delivery. Rather management would prefer to handover crucial projects to some other project manager posing less risk and threats for its failure or delays.
Even if management decides at times to hand him over some very crucial project, it is with a very high risk at the back of their mind and a careful attention towards Mr. X throughout the game.
A steep graph on both sides of his performance makes it quite a risky affair for management to decide giving him projects with a hundred percent assurance of success.
What will be your call in deciding as management executive for such project manager?