Ravindra VasishtCorporate Strategy in Engineering Industry

Engineer, MBA. 28 yrs work experience in various industries Food, Engineering, Plastic molding, Healthcare, Automotive, Defence, Natural Gas in corporate strategies, sales, business development, marketing, market entry & start up strategy esp with India. Wide global exposure.

Recent Answers

Solutions depend on type, size and scale/complexity of project to be managed.
One secret is to decentralise decision making based on financial implications so that folks on the ground can manage most issues and you can look at the minimum critical parts.
Kick start a project with your entire team and get a buy in on the timelines and make everyone understand that if a timeline is slipping on any activity it must be red flagged in real time as information. No red flag means timelines are being met.
While team will be evaluated on meeting schedules any project is a TEAM WORK including customer and so if a member is evaluated based on slippages then they will not raise the red flags. Team must understand that red flag is to get help and not indicator of their competence.
Schedule regular periodic meetings/conf calls which would be predecided as a schedule for whole duration of project and discuss only status/timeline situation. Any slippages/problems should be taken offline for discussions with specific persons rather than waste everyones time.
For large projects with high complexity there are software like Pro M available which can automate the process greatly.

While these suggestions may sound simplistic truth is that project management falters because all the stakeholders are not on the same page and many tend to get overwhelmed with complex plans where simple plans work.

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