I am usually very energized by a new project. After all, there is a customer out there who is waiting to get started, eager to meet with me, and may have already left a couple of voice mails for me before I ever get the project officially handed off to me. I had one – US Airlines to be exact – who wanted a finish date for a software implementation I was going to be doing for them before we even met by phone so that they could put it in some airline industry publication. Talk about enthused. Or at least being pushed by someone higher up to look and act enthused.
When you are used to that type of anticipation from the customer – or something close to that – it’s no wonder we can become frustrated when the indecisiveness – or lack of availability from a project sponsor gets in the way of forward momentum on an engagement…or even just getting it kicked off. When that indecision is coming from your direct customer, it cannot only be frustrating, but also very detrimental to the project. Every project manager knows all too well that delays caused by waiting on key decisions and input can cost time and money – two things that few projects have extra of.
When you are used to that type of anticipation from the customer – or something close to that – it’s no wonder we can become frustrated when the indecisiveness – or lack of availability from a project sponsor gets in the way of forward momentum on an engagement…or even just getting it kicked off. When that indecision is coming from your direct customer, it cannot only be frustrating, but also very detrimental to the project. Every project manager knows all too well that delays caused by waiting on key decisions and input can cost time and money – two things that few projects have extra of.
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