Over the years, project management is exercised to transform people, processes and tools, to achieve desired outcomes well within the given objective. The challenges are enough devoid of myths. Every industry and corporates operate with predefined rules based on varied practices and beliefs. Many stories of falsehood surface time-and-again in the workplace and along with the foreseeing myths come in multi-folds.

The remarkable projects cut through the chaos and uncertainties allowing the teams to make well turned-out and intelligent decisions based on reality. Here are nine commonly-held project management myths that straightaway need to be booted, that’s probably known, but has never attempted to debate. It’s essential to absorb and interpret the misconceptions. If neglected, it could cost organizations billions in revenue loss. Let me help you with an apparent foresight on the same.

Myth 1: Clients always know what they want

Clients are crystal clear of what they want at the end of the project, but they do not need to know about the solutions which could get them through, and so are not concerned about the little details, that’s well-thought-out in the process. In some cases, the expectations are assorted more than what they narrate, which means, many of the clients, at times, are not project educated.

The example could be about the clients who are in the middle looking to save time on project planning rather than checking emails for the details of the project gestation, and with little idea of any project management software exists that could simplify their work. What this indicates is that the feedback is exceedingly critical to figure out the contests of a client continuously. Nevertheless, it is up to the team management to resolve to educate the inner working and reinstate them with the new insight based on inquiry and observation.

Myth 2: Project management is never-ending paperwork

This insight echoes realities from the inception of the project management, where they aren’t drawn-away from a notebook and pen. Collaboration and project management have altered project managers from activities such as recording meeting minutes, writing emails, and preparing product documentation. Today many project managers carry their diary, notepads and many data support tools, and use them to develop execution plans through creative ideas, and formulate strategies for achieving success faster, smarter, and with more stakeholder impact.

Project management is not a clerical job or documentation work. It’s more of a dynamic environment created to change well within an organization. Most project managers spend their energy and time communicating, decision-making, people management, assignment, task management, procurement management, and problem-solving.

Myth 3: Previous successful projects are recipes for future projects

The successful project learnings of the recent past are examined and thought-about to the new projects. Typically this is being watched during many occurrences. The reasons are evident with different techniques, methodologies, and tools that have already become apparent to a particular project.

It is best to be watchful about your on-going projects as every project is different and unique, though it looks similar. Never ignore the learning, gather the information ever and be prepared for new challenges. However, the agile mindset is helpful and make sure the schedule are in the context, having space for contingency plans and sustain attention to the most delicate details.

Myth 4: Processes are more valuable than people

The case is entirely tangential as compared to myth #3. Whatever the asserted processes that worked earlier remain the thing of the past, which is distinct to a different set of people had used on it. You cannot push this process onto a new crew assuming that the same outcomes could turn-out again, which is an obvious flaw short of making the blocks out of grenades.

That said, the team is your valuable asset and pushing people hard without considering the work conventions of each individual will offend more than step-up on deliverables. We know that processes also could be faulty and calls for a more flexible approach are desirable.

Myth 5: Detailed meetings and team updates are essential to keep a project on track

Wrike’s infographics illustrate that as many as 47% of the project teams find the meetings are the biggest time-waster. They quote that 30% of the time is spent on an unwanted forum. True to sense, the project managers respond that the meetings keep people in the loop and on the track. But the frequent meetings result in breaking their daily cycle and leave them with a sense of apprehension and insecurity.

It’s also the fact that the meetings are not the only medium of communication. The project manager must understand the need for the information that can be obtained through the periodic schedule and confirm that the two-way communication loop is well prepared in the course of the project plan.

When the project manager is resorting to numerous meetings in-between the work schedule to discuss, the team is undoubtedly wasting time that can be utilized for task completion. One can opt for sessions that are short and precise, besides the focus on a productive meeting rather than just a meeting. Value every single minute and watch these project management myths burst into flames.

The recommended tools are also available, which would put together your project plans from start to finish. Get Things Done maximizes the sense of the structure of your work methods. Also helps you simplify your project management activities and hinges upon intelligence and directly have an impact on performance.

Myth 6: Staying within budget and deadline is the barometer for success.

The most commonly used sentence by the project manager is “better done than perfect”. As mentioned, this is true only to some extent. The outlook about the project’s delay that goes beyond the estimated schedule is considered as a let-down and regarded as an unsuccessful project.

Assure that the estimates are precise and mindful of the budget. The project manager should spend worth the time to identify the risk and probabilities, document expectations and assumptions, besides following considerable contingencies would give the total view of the deadline.

If you are looking at ways to increase efficiency and balance the need to deliver client projects on time and budget- you can check with GetThingsDone.io.

Myth 7: Multitasking and wearing several hats is better than doing one thing

When you attempt to multitask, it means activation of many functions at a go. Neuroscientists have consistently debunked this kind of role. i.e., your concentrated efforts deplete memory cells through chemicals in the brain turning void, according to Daniel Levitin, professor of behavioural neuroscience at McGill University.

The other classic example of the Ellen show and the way she explains multitasking. The research suggests that focus on one activity at an instant is far more productive than taking many together.

Get Things Done – It is a SaaS-based metric-driven tool that helps you complete your work precisely by focusing on one activity at a time, as multitasking is a lie.

Myth 8: You do not need Tech support

Our lives without technology is a nightmare these days. Yet, some project managers only go so far when it comes to leveraging tech support in their planning efforts. Project management software today offers a lot and increase the speed of specific processes. From collaborative to project planning tools- the project manager must gather data at best to make the right decisions along with the ability to stay without prejudice, foresight and sustain of the business goals, rather than getting caught up in the micro needs of the moment.

Myth 9: Project Management software is going to cut through your pockets heavily

The projects come in various size and shapes, and in the environment of doing more with less. The need for managing a portfolio or as a team member is essential in finding methods and well brought out practices in the effect of using project management tools and software.

Having a headway, the project deliverables require tools and a range of pre-built templates are the critical aspects of the business. Apart, the expansion of the resource is evaluated necessary, which means that successful project teams exercise to plan, track and manage projects, that is possible today with the availability of cloud-based, economical solutions.

It’s a myth that project management software is abruptly high in price. If proper evaluation and study in place, the tools and software are tremendously valuable that could accomplish best in the business.

Final Words

Today’s changing environment and complex organizational needs demand a flexible project management systems, which are becoming more accessible, powerful and affordable. As the buzz intensifies, professionals hope to succeed as project managers should possess the collaborative skills, transparent, adaptive with state of confidence to execute.

The grounding rules of the project managers can best demonstrate their support transformation through their actions, keeping away from misconceptions and not blindly adhere to myths like those discussed above. Though exiting and its lots of work and the project deal is a reason to finish what you have started.

Mugdha is a Strategic Growth Catalyst at Get Things Done. She focuses on understanding customer problems and increasing new market opportunities.