Myths about Project Management Debunked

Let’s have some fun with this one, okay?
I would love to hear your myths, bucko!
Good project managers make all the decisions for their team
Although project managers are responsible for making the final decisions in most cases, they shouldn’t do so alone. I use a portion of my daily stand-up meetings to discuss topics with my teams. These could be technical decisions, issues or new ideas that someone had about improving our product.
There are situations where I ask people what they think, then make a decision. In other cases, I can delegate the decision making to a team member or leader. As much as possible, I prefer that the team makes their own decisions and not rely upon me. Intelligent empowerment leads to a better team and better products.
Good project managers deal with problems themselves

Ironically, failure is more likely when you fear failure. I’ve seen many project managers attempt to hide problems, and I’ve done it myself. This is not a good way of managing a project. Your chances of success are higher if you’re open and transparent with everyone. This is because it builds trust and allows you to get help from others when you need it.
Good Project Managers Are Control Freaks
Many people think of project managers as micro-managing control freaks. Scheduling down to the nth Degree is the best schedule, right?
The best project managers I have ever worked with are the opposite. They let the team manage their workflow, and they only concern themselves with interfaces to other teams or dependencies. I believe project managers should be a part of the team in managing the day to day workflow, unless the team encounters a problem and asks for assistance. Sometimes team members might have difficulty making a priority decision about what work to do next. If you’re using Scrum, the project manager (or the product owner) can help prioritize items in your backlog.
Good project managers make projects more complex
This happens, according to my experience, when the project models (WBS, schedule etc.) are not accurate. The models of the project (WBS, schedule, etc.) do not accurately reflect reality. There are certain cases when the project is too complex. The best project managers can use as little complexity as possible in project planning and execution artifacts.
It’s too complicated if all your stakeholders can’t see each project artifact and comprehend it intuitively.
Let me know what myths you believe in project management in the comments. They’re my pleasure!

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