As a contractor, completing a six-month project in three months may result in a pat on the back and a notice of premature contract completion. On the other hand, if I complicate matters, I may be given the option to extend my contract.
My profile as a project manager may be evaluated based on the size of the project, but not on the value it contributed to the business.
As a manager, my salary package may be directly proportional to the number of individuals on my team. As the number of people increases, so will my profile and compensation.
As an executive in a government organisation, I may be seen as a high performer if I burn up the whole budget allotted to me throughout the fiscal year. However, if I am too effective in utilising the specified budget and have available funds after the fiscal year ends, I may be penalised.
I’m curious: which behaviours are we encouraging?
No wonder why every project tends to be so complicated, expensive, and often a sheer waste!
