“Project management change is not needed because we already know how to run projects efficiently.”
Have you ever been relieved that you team embraced a new project management approach only to realize months later that they did not actually execute the new approach?
Project managers who have excellent work track records based on hitting milestones don’t think they need to change. However, simply hitting deadlines hardly tells the full story. Like cruise control, the project will speed up if it running late (by team members working hard to get it back on track, sometimes working weekends and evenings to make it happen), or slow down if the project is early (people relax, maybe shuffling resources to do something more urgent). Projects seek equilibrium around their dates – there is pressure to move things earlier and later. Most project organizations are self-correcting as they try to hit their dates. What actually had to take place to get there is hidden from view, and there is no impetus to finishing projects faster. (The Tyranny of Deadlines, Rob Newbold)
Additionally, too often when you share a new direction with your team, the people in the room will appreciate your logic for change. They may agree with you intellectually. And yet there is a more emotional side of them that has grown comfortable with the old way of doing things. They’ve been practicing routine A for years. They are very good at routine A. Now you’re trying to get them to change to routine B. Even if they agree that B is better than A, that doesn’t mean it’s going to be easy the next day (Dan Heath).
The urge to resist having to learn this new way of doing things is powerful.