Distraction: Project Enemy #1

Over the years, I've come across many common barriers to project success. One that stands out above all others is what I'd simply refer to as "distraction."

Resources are not able to commit to projects, are rarely co-located (physically or electronically), and are spread across too many concurrent efforts (on both project and non-project work).

Project managers are distracted by being asked to take on too many projects, and by adhering to overly rigid methodologies and using cumbersome tools.

When you think about it, how many projects undergo significant delays, or stretch out over months, when, if the team were dedicated to the project, and the customers and suppliers were heavily involved, it could be done in a matter of weeks? Then, perhaps additional projects could be squeezed in, with everything being done in a more focused manner.

This distraction not only delays projects, dilutes efforts, and causes errors (due to lack of attention to detail), it drives the focus away from the client. Instead, everyone is just trying to "execute tasks," independent of the outcomes and value of the project. The devil is in the details, and if everyone's efforts are diluted with a dozen simultaneous initiatives rather than being focused on the client and the outcome, nobody will catch the details---guaranteed.

If we did nothing other than solve the distraction problem (for both the team members and the project manager), all the other pieces would likely fall into place. We'd have more focused efforts, more productive teams, and---ultimately---better outcomes.