Project_management_international.mp3
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Speaker 1: The main issue we have with our projects is that we’re always up against a very tight schedule. So there’s never any room for unexpected delays. This creates a lot of stress because, inevitably, unexpected delays happen. I think the problem is that the manager takes too long over the planning and the market research at the beginning of the lifecycle of the project. There’s not really a timeline for that part of the project because it’s in development. By the time the team gets involved, there’s not really enough time to complete the project, but by then it’s a shared responsibility. It’s important to get things right at the beginning, but if time is the main factor, this needs to be done quickly too. You can’t take a year over planning and then expect the project to get to delivery in eight months.
Speaker 2: I find that the team you’re working with on a project is essential. If there’s someone who sees themselves as the most important person in the team, then you’ve got a problem. It doesn’t matter whether it’s the manager or anyone else. They always end up making life difficult for other people. At the point where you get the green light for the project, you all need to work together and you have to be prepared to do tasks that aren’t necessarily your job if it means you can progress. If everyone is just interested in themselves, you will all be going nowhere.