Project management

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Perfectionism and rigidity hinder project success and well-being. This guide helps managers embrace mistakes and adopt a flexible mindset to transform these obstacles into drivers of performance and team innovation.

The article explains that a project manager's success in the face of pressure depends on their interpretation of facts, not on reality itself. It proposes the alliance of Cognitive-Behavioral Approach - CBA to restructure thoughts (ABCDE model) and Self-Efficacy - Albert Bandura, to strengthen confidence and action. The goal is to break the vicious cycle of exhaustion by focusing on what can be changed (Internal Locus of Control) and cultivating small victories for a positive dynamic.

Knowledge Management (KM) is key to ERP project success. The "single expert" trap, caused by staff turnover, knowledge-as-power perception, and reliance on tacit knowledge, is a major risk. Project managers must formalize knowledge (single repository, REX register) and encourage sharing through leadership and structured informal exchanges to ensure knowledge sustainability.

The IT project manager must achieve inner alignment, act with integrity, and cultivate deep self‑knowledge; doing so builds trust, motivates the team, and ensures sustainable project success.

The questioning, essential for project managers, promotes continuous learning, process improvement, and team resilience. By observing facts, analyzing causes, challenging their hypotheses, and seeking alternatives, they turn each lesson into concrete actions, creating a culture of innovation, autonomy, and creative freedom.

The proactive management of risks (organizational, technical, financial, etc.) is vital for the success of an ERP project. They must be anticipated (identified, assessed) and treated (avoided, reduced, transferred, accepted) from the start to prevent failure.

​The success of an ERP project isn't limited to technical delivery. The key is to define and measure the value (operational and managerial) in a timely and continuous manner throughout the entire lifecycle. This approach transforms the Project Manager into a strategic partner who ensures the business objectives are achieved, going beyond mere adherence to the schedule.

In ERP project management, resistance to change is a constant human obstacle. Often caused by insufficient budget and Key User overload, it compromises success. Leadership, transparent communication, and support are essential to transform fears into project success.