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24 Reasons Project and Program Managers change job (Part 1)

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Project / Program Management is tough, customers’ demands change, budgets change, resource levels change time scales change everything is changing and you have to manage the process. Good project / program managers know this and recognise that it is part and parcel of the role.

We asked our network of project managers and program managers for their top frustrations, the impact / threat this had on their careers and their motivation for moving on. Below you will find a list of their answers, see if any of them resonate with you.

Frustration

Threat to daily role or project

Company financial situation deteriorating.

Project/programme budgets and headcount about to be cut down, meaning targets even more difficult to achieve and likeliness of the project/programme to be cancelled.

Milestones and gateways being perpetually postponed.

Project/programme launch delayed giving more time to the competition to catch up or release a similar product, as well as a delayed return on investment.

Not sharing the company vision.

Loss of interest in the product, loss of efficiency at work.

Boredom.

You're not learning anything in your current role, highly prejudicial to your career.

Being Underloaded

It's worse than being over loaded. It may feel like the management doesnot think that you can handle more load. You get a lot of free time, which may lead to depression etc

Lack of career growth

If you don't see growing your self in the organisation or people with lower level of qualifications/abilities are considered for higher positions.

 

Your direct manager has to have some project management experience (or at least training).

In case new direct manager appear he/she have to know the rules of the project management very well. This is obligatory to achieve common language and understanding for the base processes.

Big delay of management response.  

Unnecessary delay of project schedule. Decisions assured not in time. Missed opportunities.  

Management force you to plan without resources assured or plan without any buffers. “Step on the best case and plan this project – I know you are good PM and you will handle - RIGHT”

If you plan a crisis for sure it will come. Life is not ideal so plan according resources you have and take into account the risks.

Lack of time for self-development.

PMs must learn constantly. They must be able to participate some of the guild events. Continuous improvement is very important for each successful PM.

Purchasing not working to same GPDS timing

 

Frustrating for all associated with Engineering and product delivery and usually without any comeback on purcvhasing (They are Gods after all!)

New Technologies introduced partway through programme which doesn't work with the developed system/sub-system

 

If anything is designed to scupper a well intentioned Programme- This is it !  With electronics and software playing more significant roles in emerging products [Smart stuff] there is no solution to this one ! Gregariously explained as need in market now !

 

In the first of this 2 part post, you can see a range of issues ranging from being bored, underloaded through to purchasing not being on board with the timing plan.

If you have any other reasons / frustrations, please I would be interested in hearing about them - daren@thornleycs.com

If you are feeling like any of these issues are causing you frustration in your PM role and would like to explore the market, please drop me a line on 0121 6511141 or email daren@thornleycsc.com

You can register on our website here, to get the latest PM roles, straight to your inbox.