Problemas como tesoros: taxonomía de problemas para tu proyecto
El error más habitual en la gestión de proyectos no es no resolver los problemas sino tratarlos todos igual, aplicando la misma urgencia y el mismo enfoque a una incidencia operativa que a una señal temprana de algo que se volverá sistémico si nadie lo aborda antes de que contamine todo el ecosistema.
El error más habitual en la gestión de proyectos no es no resolver los problemas sino tratarlos todos igual, aplicando la misma urgencia y el mismo enfoque a una incidencia operativa que a una señal temprana de algo que se volverá sistémico si nadie lo aborda antes de que contamine todo el ecosistema.
En contexto
- Tema: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Fuente: Paradigma Digital
- Publicado: 16/09/2026
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Why it matters
Projects rarely fail on the day they are declared failed. They fail months earlier, in a meeting where somebody saw the problem coming and calculated it was not in their interest to say so. Everything else — the slipping schedule, the stretching budget — is the visible consequence of that silence.
What I look at first in a case like this is not the plan, it is how often it gets corrected. A project that replans every month with fresh data lands far closer than one that spends a year defending the baseline it signed when it knew least.
What usually goes wrong
What I see fail most is the absent sponsor. They sign the kick-off, appear in the photo, and do not come back until there is a problem. Without somebody with real authority clearing obstacles every fortnight, the project manager ends up negotiating as an equal with areas that do not report to them, and loses.
What to watch
- The size of the first useful delivery: the further out it is, the more it resembles a bet.
- How it was estimated and how close the same organisation's previous estimates turned out to be.
- Who the sponsor is and how often they actually show up — not on the org chart, in the calendar.
How I read this entry
The way I would bring this down to earth is by shrinking the size of the deliveries. An eighteen-month project with nothing visible before month twelve is a bet, not a plan. I would rather have six deliveries that stand on their own, even if the total takes a little longer, because each one corrects the course.
The original story is published in another language; the excerpt is quoted as the publisher delivers it and the commentary is written in English.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
