Michel Seifert

To succeed in strategical projects

For many years, we have been observing an enormous increase in company environments of things being managed as a project. Apparently more than 25% of time spent in companies is to be found in project management.

In a world of always faster going change, together with this increase of projects, the time cycle of projects becomes shorter and shorter.

In fact, the management of projects has become a kind of managerial approach:  each important activity being managed as a project in itself.

This management in projects permits to de-compartmentalize the company, to develop people and make them feel personally responsible, to keep the best employees on board, to adjust the actions of each department in function of the strategical vision of the direction, etc…

But, facing this growing enthusiasm on the one hand, we are facing a surprisingly large methodological emptiness on the other hand. This is leading too many times to failure, sometimes even to serious consequences for the persons involved; or to the functioning of the organization.

Herewith some of the most frequent errors originating from this absence of knowhow related to project management.


Error 1

People confuse management of ongoing business with project management. Not everything is a project. Not every challenge should be put into a project. Doing this might lead to lack of time and resources that can be allocated to the real projects.


Error 2 

Often, we expect from the project responsible that he is simple able to manage it all based on his experience. Projects are complex on a technical and relational level, being riskfull for the project manager himself as well. Too often this person is thrown in it with basic knowhow and skills and without the necessary  and essential know how and reflexes.


Third fatal error

Choosing a project manager only for his technical expertise. Well, managing a project means to motivate, supervise, influence, coordinate, arbitrate, manage conflicts, negotiate, placate disturbing emotions, …  Competences which are not that technical but more in the area of relational ( emotional) intelligence.


Conclusion, we can help you to : 

  1. Keep apart the real projects from the management of day to day affaires
  2. Form the responsible of projects to manage the human dimension of projects (which represents 80% of their activity time) .Allow them to obtain indispensable reflexes before facing the inevitable obstacles and turbulences.
  3. Set up a method adapted to the culture and vision of the company that strengthens the flow of things


Michel Seifert




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