TABLE OF CONTENTS There are a handful of very common pitfalls that firms must work to avoid when putting forth project portfolio implementation efforts, including these most aptly named hazards:
The usual suspect syndrome
The ultimatum approach
The big test method
The land of misfit toys model
The just do it technique
Let us briefly survey each of these common pitfalls, so that they may be avoided.
The usual suspect syndrome is characterized by firms that consistently choose the same personnel to work on every project-related effort, regardless of current workload or other prior commitments.
As the theory goes, staff who make up the usual suspects group within a company are the most productive and reliable resources available. The problems with the theory are that these people often burnout from overwork, other staff members become resentful of these privileged few, and the organization fails to develop the additional talent that it inevitably needs.
Ultimately, productivity suffers as does the long-term prospects for continued success with portfolio-based project management.
The ultimatum approach uses threats and intimidation as a means of motivating personnel to participate in project-related work. While ultimatums may work temporarily, they do not provide the lasting effects that are needed to institutionalize portfolio-based project management.
Organizations should strive to set a tone that encourages staff to become involved in project-oriented work. Compensation models must be established that reward project participation and recognize individuals for their contributions to project success.
