Project Management Fundamentals

So Little Time, So Much To Do!

2009-05-06T23:23:00.000-04:00

Here’s the first part of the next series of five abstracts from articles about the Top 10 Obstacles to Project Success from the MüTō Performance Corp. survey many of you participated in a few weeks ago. To read the Full Article click here!

And now, we bring you the most recently disquieting subject of a Challenging Schedule!

One of the interesting changes between last year’s survey and this year’s, is the movement in the obstacle we know as the challenging schedule. In 2008, our respondents claimed it as obstacle #8, this year over 78% of our respondents voted it obstacle #2!

There may be many reasons why this obstacle is critical for most of our respondents, and some may seem obvious. Project managers are feeling the pressure to finish projects on-time, but by and large, they feel the time allotted is insufficient.

There’s only one true definition to this obstacle and that is that the date for delivery of the project’s solution makes it difficult to deliver on time. By definition however, according to any reasonable project process, the date of delivery of a project is a function of the project’s planning process.

Sounds good. This may have been the case last year, but this year, our respondents are claiming that the date of a delivery of a project is actually a requirement instead!

Comment away!

There's Nothing Creepy About Scope Creep!

2009-04-16T17:37:00.000-04:00

When 83% of our survey participants responded that scope creep reared its ugly head on almost every one of their projects, we immediately said, "here we go again!" Scope creep is the scapegoat for most of our troubles with projects. Our analysis showed that there are two types of changes to the scope of a project; those that are legitimate, and those that are illegitimate.

Each has its own impact, causes, early detection symptoms, and solutions. Suffice to say, that illegitimate scope creep must be stopped, and legitimate scope creep must be managed effectively otherwise, the obstacle will manifest! Legitimate scope creep cannot possibly damage your project, so let's be careful about blaming it for our project's demise.

We may not like where the blame winds up sticking.

For the FULL ARTICLE, CLICK HERE!

For a complete listing of MüTō Articles, CLICK HERE!

2009 Results of the Top 10 Obstacles to Project Success

2009-04-07T16:32:00.000-04:00

Here are the new rankings from the "Top 10 Obstacles to Project Success" survey. We received appreciation for our ongoing efforts, and confirmation from participants that our list captured the essence of the obstacles to project success faced by Project Managers, Team Leaders, Program Managers, and Senior Management. Here are the results listed in order of frequency;

#1: SCOPE CREEP (Same as last year!)
#2: Challenging Schedule (up from #8 last year!)
#3: Resource Challenge
#4: Minimal or Non-Existent Testing
#5: Tardy Delivery of Project Tasks
#6: Delegated Responsibility Unrelated to Authority
#7: Finance Challenge
#8: Invisible Requirements (down from #2 last year!)
#9: A Skill Set Challenged Team
#10: The Disappearing Sponsor (down from #3 last year!)

We've had some interesting changes between the 2008 and 2009 surveys. Obstacles such as the Challenging Schedule, Invisible Requirements, and most notably, The Disappearing Sponsor have moved in their ranking.

What do you think causes these obstacles? What are some potential solutions?

Upcoming blogs; We have interesting information to share about how the obstacles were ranked by individuals from different regions of the world, early detection symptoms, and mitigation strategies.

We want to hear from you feel free to comment!

The Top 10 Obstacles to Project Success!

2009-04-01T14:39:00.001-04:00

Its time again to gauge the obstacles to project success! Last year over 1,000 project managers from all over the world participated in a MüTō sponsored survey and answered a question we posed, "What obstacles stand in the way to project success?"

MüTō compiled the answers and identified ten frequent themes. We labeled these, the "Top Ten Obstacles to Project Success":

#10. A skill set challenged team
#9. Delegated responsibility unrelated to authority
#8. Challenging schedule
#7. Minimal or non-existent testing
#6. Tardy delivery of project tasks
#5. The resource challenge
#4. The finance challenge
#3. A disappearing sponsor
#2. Invisible requirements
#1. Spontaneous requirements

This year we thought we would take a different tack. Based on your experience, we would like you to rank the frequency of each of the "Top Ten Obstacles to Project Success." Click the link below to take our three minute on-line survey.

After April 1st we'll report the findings to you. We will invite you to join us in our ongoing discussions as we examine each obstacle separately. We'll be discussing the reality of how each obstacle manifests, talk about the early detection of their symptoms, as well as discuss potential mitigation.

The emails will be supported by a blog-spot for you to post your own impressions. The best thing about this is...ITS ALL FREE!

We appreciate your time, and look forward to your participation!

Just click on the following link at start your survey!

http://www.surveymonkey.com/s.aspx?sm=EivPdlXieQPtydoU8o2tjg_3d_3d

Managing Teams...I thought I had it figured out!

2009-01-06T10:47:00.001-05:00

Question: Managing teams...I thought I had it figured out!

Team work...we know it takes this to accomplish work and drive the organization to success, day after day. And to make it work, we keep things straight, we communicate, we mentor, we give them opportunities, we keep the expectations realistic, address negativity and reward sucess (this is only indicative of the diverse things that go to manage teams).

And yet, I have came face to face with a member who disagree with his reward and position in the team. And where no level of persuasion or real talk makes a difference to the member's point of view. And this has its downside effect for the team. My question then is: Is this inevitable? Or am I missing something here that I could have done? And what could be done once such a situation comes to fore? I solicit your perspective on this.

MüTō Response:

You are not alone, and you are not missing anything. Based on your description, you are more advanced than many managers, especially in the concept of 'rewards'. Lets call it motivational management.

I wonder, do you really know the individual that is complaining. It appears that this individual is not 'happy' with the reward he has reveived for a job well done. If so, the question I have is was the reward an appropriate one for him? You see, motivation comes in many colors, shapes, and sizes. What works for one individual, does not work for another. Often times we as managers make the mistake of attempting to motivate our associates with rewards that are generic across the board. This is easy for us, we do one thing, and it should reward everyone! (coffee cards, bowling, pizza party, donuts...etc.)

Well, what happens if there's that one person who doesn't drink coffee, or hates bowling shoes, or is adverse to pizza, or cannot eat donuts? In fact it could be said, we De-Motivated them. That's a terrific problem, isn't it. Here we are doing the right thing....and someone gets pissed off.

Instead, what if we took a little longer just to get to know the people that work for us. We might find that the bowling party is not the best thing to do. Instead, it might be a half day next Friday.

The point is...this way, we would know and we could positively motivate our employees, and not fall into the accident of demotivating.

But there's more. You mentioned the individual does not agree with his position on the team. This cannot be helped...or can it? Lets assume it cannot. ie: You have no choice, the person took a job, and now does not want to do it, and feels he should be promoted.

This is a serious issue. This person wants something that will not happen. At this point a seious roles and responsibility conversation must be undertaken. The team member must be contracted to his job.

If they refuse to do it, what is the option? As a Manager, we must always face the fact that we may have to let people go. This is an example of one. Instead, what if the situation is, the individual is unhappy with his personal situation?

Well, that's a coaching opportunity. We should remember that one of our jobs as managers is to see our teammates grow. We have to be there to support growth. Perhaps its time for this individual to grow out of his position into some other position, department, or company. That's a good thing, not a bad thing.

In any case, I would recommend a strong sense of accountability when discussing these topics with the individual. Its not persuasion that will win the day, its the fact that you will have to hold this individual accountable for whatever agreements you strike up. As you must with all your teammates.

This alone will keep your team solid, and will put you in the best position to be accountable to them for their growth, and progress. Hope that helps!

Lou G

Seminal Text on the Subject of Performance Management

2009-01-06T10:40:00.000-05:00

The Question asked: Can you recommend seminal texts/ resources on the subject of performance management? Especially relating to strategy formulation, alignment of management and employees with strategy and the 'how to' of performance measurement.

MüTō Answer:

Have you read "The Art of War" by Sun Tsu (Tse). Its an ancient document, but very good at defining what exactly strategy, leadership, and management is. It's metaphor is ancient warfare, specifically in Feudal China. However, its lessons can be applied to modern times with great accuracy.

Another great read is Ken Blanchard's "One Minute Manager".

In both cases, read between the lines, and formulate your own thoughts. Following a cook-book is not a good way to go, emulating someone elses style will only lead to great failure, unless that other person's style also happens to be your own.

Most important, remember that strategy formulation is very different from Alignment of management and employees with strategy (leadership), to the 'how-to' of performance management (basic management.)

All three depend tremendously on accountability. However, one cannot have accountability unless they are motivated, so, a manager's job is to motivate accurately, and adeptly. But without knowing their part in the strategy, this will go no where.

So, a Leader must be able to communicate to his managers, and in turn to their directs, effectively, and efficiently. Without this they will surely fail. There are many texts that dance around these subjects, any one of them is GREAT! So long as you can relate to it. But remember, without being able to communicate, motivate, and hold people accountable...all of those checklists, texts, and resources only work some of the time.

Might as well play lotto.

Thanks for the Question!

Success is not by chance!

Lou G

How Does Management's Attitude Affect Motivation?

2008-12-08T16:41:00.000-05:00

This was a question recently posted on Linked-In's Organizational Development Forum.

Although it may seem to deal with a broader topic of Motivational Management, lets not forget that as Project Managers one of our operative areas is "MANAGEMENT", and as such we need to apply best Management practices, such as Motivation.

Read both the question, and the answer below...

the Q. How management's attitude impacts employee motivation?
Management's attitude such as:

a) 10-70-20 ratio for employees' performance gradation
b) Personal indulgence in every levels making decisions
c) Communicating with only the key employees
d) Fewer competency mapping e) Multi-jobs / responsibilities for only key employees leaving less options for the rest

the MuTo Response...

While the manager may not be the ultimate source of 'motivation' for an employee, they are certainly the source of 'de-motivation' for the employee. A Manager has it completely within his control to keep an employee motivated. But it requires that they know their employee; not very many do. The bullets you listed above seem to come from company guidelines? or observations?

a) Does not work in practice. The 10% on top tend to be super motivated anyway, the 70% in the middle, hate that they are not the 10% (and so get de-motivated) and the 20% at the end were demotivated to begin with, and are probably more so now. A Manager has it within his control to make sure ALL his employees are in the top 10%.

b) Personal Indulgences? if a manager starts making personally motivated decisions...that's akin to feeding his own Ego. It will kill the motivation of his employees.

c) Communicating with key employees, and NEVER with others? There is such a thing as a key employee...and a Manager talking to the others does not bode well. A Manager must be known by his troops. But the question seems to imply a hierarchy...if in fact that's what the manager wants, then they should legitimize the hierarchy...change the organization. Then, the issue would not demotivate his employees; it would just be the org structure.

d) A Manager must KNOW his employees...and their competencies...otherwise how can he assign tasks. Note: Competencies include what an employee LOVES to do.

e) As for favoritism...well, that's again speaking of a potential org change to heighten the organization.

However, there's risk involved. It sounds like the manager you describe above is following guidelines that make certain he will have major challenges with motivating his employees.

Getting to know them, and finding out what motivates them is critical. A Happy employee is most productive, especially, when they have meaningful work to do. A Sad one is telling you why they are not happy...so a manager can do something about it. Its the apathetic one that is the most dangerous. That employee no longer cares...it is the job of the manager to guide them to care.

This will make the employee angry first, no doubt...but eventually will lead to positive growth. The employee will take note of the positive encouragement, and care envoked by the manager. Its not easy. That doesn't mean a manager shouldn't do it.

The state of Projects in General

2008-12-01T22:40:00.000-05:00

Lets hear it from folks in the know...

What do you think of the following statement?

"The amount of fiscal resources wasted on failed projects is material. The results are failed business strategies. Eventually shareholder value is negatively impacted. This must be addressed."

Over the top? Fact Based? Is it true? Let us know what you think.

Lou Gasco
MüTō Performance Corp.
Lou.Gasco@MuToCorp.com
http://www.mutoperformancecorp.com/
c. 917-834-2402
w. 212-842-0508

On Business Reasons

2008-11-23T17:06:00.000-05:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

IT Consultant

Calling it an Information Technology project is one of the biggest obstacles because it focuses people on the solution before the problem or opportunity has been fully explored. Projects should be about delivering change which, when implemented, provides organisational benefits. So rather than, say, a 'Customer Relationship Management System' project, how about an
'Improved Responsiveness to Customers' project!

MüTō Observation:

In essence ALL projects have some greater purpose. I.T. tends to be a part of it, but NOT all of it. Even in an e-Company!

On The Life-Cycle

2008-11-16T17:04:00.000-05:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Manager of Operations Date Center; Communication Company

The projects that success does not have, in its great majority had not had in its phase of elaboration the development and correct preparation. Before any beginning, all the factors must be considered:

- Time
- Cost
- Resources

In the computer science industry, generally it has two types of boardings comumente used in the management of projects. The boardings of “the traditional” type identify a sequência of steps to be completed. These boardings contrast with the known boarding as agile development of software, where the project is seen as a set of small tasks, instead of a complete process. The objective of this boarding is to reduce to the possible minimum overhead. This boarding is sufficient controversa, especially in very complex projects. Exactly thus, it has conquered adepts in increasing numbers.

In the last few decades, they had in general emerged a series of boardings in the industry. Amongst these boardings if it detaches the boarding of the PMBOK, that if has become a standard of fact in diverse industries

In the traditional boarding, we distinguish five groups from processes in the development of a
project:

Initiation
Planning
Execution
Monitoramento and Controle
Closing

Nor all the projects go to follow all these periods of training, since projects can be locked up before its conclusion. Perhaps some projects do not have planning or monitoramento. Some projects will pass for periods of training 2, 3 and 4 multiple times.

The project or enterprise above aims at the satisfaction of a necessity or chance, defined in the text as initial phase in which many involved areas and/or people exist. In general always it exists more than a solution or alternatives to take care of to the same necessities. The used technique to define the final solution passes for the development of extreme alternatives. The first one of low cost that takes care of the minimum necessities to be functional. Second it tries to take care of most of the requirements of the diverse involved areas in the target that results in a project with bigger and very little competitive cost. From both the alternatives are developed an intermediate solution between the same ones, that it takes care of to a good part of the requirements with a competitive cost.

Some sectors use variations of these periods of training. For example, in the civil construction, the projects typically progress of periods of training as Daily pay-planning for Conceptual Design, schematical Design, Design of development, construction of drawings (or contract documents), and administration of construction. Although the names differ from industry for industry, the real periods of training typically follow the common steps to the resolution of problems (they problem solving): to define the problem, to balance options, to choose a way, implementation and evaluation.

The management of projects tries to acquire control on three 0 variable:

time
cost
target

Some literatures define as four 0 variable, being quality the fourth 0 variable, however the quality is one of the main components of the target. These 0 variable can be given by external or internal customers. (S) the value (you are) of the remaining 0 variable is/is in charge of the manager of the project, ideally based in solids estimate techniques. The final results must be waked up in a negotiation process enter the management of the project and the customer. Generally, the values in time terms, cost, quality and target are defined by contract.
To keep the control on the project of the beginning to the end, a manager of projects uses several techniques, amongst which if they detach:

Planning of project
Analysis of aggregate value
Management of project risks
Cronograma
Improvement of process

MüTō Observation:

There is no doubt that the life-cycle decided for a project is tantamount to its success.
What we find is that Project Managers must have specific skills, that pre-date an understanding of process. The basic capability to Communicate, the ability to Motivate others, and the ability to hold project members accountable.

These skills are fundamental to project success. Without them...any process will fail. Guaranteed.

The Project Itself...

2008-11-09T17:03:00.000-05:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

IT executive: International commercial firm

The project itself.......

MüTō Observation:

This is funny. But not far from where most Project Managers stand. I have heard a lot along these lines whenever Project Managers say things like "This project is screwed up." or "We don't have enough money." or, "The sponsors are crazy." etc.

Its funny to them, until they realize its their responsibility to communicate, motivate, and hold the project parties accountable for their specific areas of success.

Requirements Requirements Requirements

2008-11-02T17:01:00.000-05:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Director, Information Technology (IT)

Requirements, Requirements, Requirements,.... budget
tendancy of business to use "Hope as a management strategy"

MüTō Observation:

Project Managers throughout experience the same obstacles. Not only do we all experience the same obstacles, but they are all mitigate able, on every project, every time, and it isn’t the certification, or the process that will ensure it. (although those are EXTREMELY helpful.)

When they tell me about Requirements, and Budget, I tell them its the PM's responsibility to make certain that requirements are clearly communicated, and mutually understood by BOTH the sponsors, the beneficiaries, and the suppliers.

When they talk to me about budget, I make sure the PM's understand that the budget is THEIRS, and that the prjoect requires that they be truthful to it. The suppliers MUST be held accountable to its estimation, and its use. And the Sponsor must be available to review requirements to extend it! (albeit, if the PM's doing his job, this would already be handled.)

On Requirements and Estimates

2008-10-26T17:00:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Technology Management; Technology Infrastructure

I agree that most project has some unique obstabcles, all project that i have worked with or been aware of have had 3 common problems

1. Incomplete requirements or lack of visibility to full requirements
2. Poor estimation of effort
3. Scope creep

MüTō Observation:

These are three very common problems. I often find that a project manager's inability to communicate clearly, encourage proper motivation, and hold others accountable is at the core of all three of the problems you listed.

On Clients and Scope Creep

2008-10-19T16:59:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Technology strategy leader: private equity fund

The biggest obstacles I encounter in implementing technology projects are

1) client commitment to participating in the project definition process and
2) change in scope along the way, which is always caused by #1.

These obstacles can be avoided through frank and up-front discussion with the client of worst case scenarios and establishment of firm milestones that track a project progress.

If the client isn't participating (skips or cancels meetings or progress reviews, refusals to make decisions to guide the project), it's time to let the client know that they are causing the project to slip and make it clear what they need to do to get it back on track.

None of this is easy -- it takes lots an lots of open, honest communication to make a project a success.

MüTō Observation:

The ability to Communicate clearly to everyone on a project, the ability to Motivate a proejct team to hold the project MOST important, and the ability of a project manager to hold all the parties of a project accountable, are tantamount to a project manager's successful completion of a project.

On Champions

2008-10-12T16:58:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Manager; Ebusiness Applications

I have found that for a PM and a project in general to be successful, the project needs a dedicated champion from the business side. If this Champion cannot be 100% behind the project, and does not have the authority or capability to make key decisions when issues come up, the PM will be a lame sitting duck and the project suffer cost overruns and delays.

MüTō Observation:

Its the Project Manager's responsibility to see to it that the Champion stay's focused, and accountable.

On Project Completion

2008-10-05T16:56:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Project Management and IT Professional

Successful completion for me does not mean a project was delivered on time or on budget it means that the projects goals were accomplished. A successful project is one that produced deliverables which met or exceeded the stated business goals.

For me the biggest obstacle to a successful project is the misstatement, understatement or misunderstanding of goals. I have worked at many companies and completed many projects and most of the stated business goals dont always seem to make it to the Project Manager. Often times the goal presented to the PM is "implement this" instead of achieve goals 1,2,3 through the implementation "of this" which goes to explain what the business is really trying to achieve. I am often forced to re-interview the stakeholders to be able to produce a statement of goals that is shared with and periodically reviewed with the project team.

Other common obstacles:

Scope creep – this is fairly common and is caused primarily by a poor understanding of the goals which causes scope statements to be incomplete. Typically discovery of this is not made until much later and almost always results in more work. The addition of business goals on the other hand is also creep but schedules can and should be renegotiated to accommodate.

Resource allocations – Ask any PM is she or he has ever had too many technical resources on a project. Chances are no. Often times other factors are used to set target delivery dates when the actual primary driver should be the availability of resources.

Schedules – There is never enough time or resources to meet project schedules and this often results in poor work. Quality and innovation always suffer the most from this. If there is barely enough time to check in the often buggy code, how innovative do you think it will be.
There are many other obstacles of course but do feel free to contact me to discuss.

MüTō Observation:

For example, the basic inability of a project manager to communicate clearly can lead to 'scope-creep', and a misunderstanding of the requirements, or worse yet, the loss of understanding of what the 'danged business objective is!'

Its tantamount that a Project Manager understand the business objective; At least in its native form. It may be a big leap between the understanding, and their particular project, but at least they would know WHY the project is important, and then they can communicate that importance to the rest of the team. Without that understanding the entire team would be working in a vacuum, and could never be properly motivated.

On Project Stake Holders

2008-09-28T16:55:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Manager MIS; National Social Group

I observed and experienced following factors based on my experience as PM in IT and non IT industry:

- Lake of interest of second tier stake holders
- Lake of understanding the importance of project by some major project stake holders
- Environmental motivation factor for project team
- Limited vision of Project Manager
- Without involving influential stake holders into the project proceedings
- Try to implement the project as a whole instead of module

MüTō Observation:

These obstacles can be mitigated through the basic ability of a Project Manager to communicate clearly.

For example, how can a 'second tier stake-holder' be considered important, if they have a lack of interest in the project? A PM can hold them accountable. If a Major Stakeholder lacks the understanding of the importance of a project, then it is the PM's responsibility to make certain they clearly understand it.

A PM's ability to motivate their project team is tantamount to the project's success. I agree. Their vision, and ability to communicate it holds a project together, and gets the project team to the next level of focus, and energy.

On Clarity

2008-09-21T16:53:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Information Technology and Services Professional: Healthcare

“1. Management not setting a clear goal and openly, honestly communicating this goal to all, and providing their support to the project.

2. Poor communication at various levels throughout the project, including not properly identifying all the stakeholders.

3. Unrealistic expectations and finger pointing.

4. Addressing each project as though it was the first one ever undertaken; each project is seen as an "exception to the rules", therefore no consistent process can be put into place.

5. Personal accountability hard to find.

6. People not being held responsible for their actions/inactions.

7. Conflicting priorities and an unreasonable rush to start coding

8. Staff not honestly invested in the project management process -- including management. Often lip-service is given, but off stage everyone tries to bypass project management.

9. Overbearing project management processes that are more about the process (religion) of project management rather than focused on steps that add (or reasonably could add) value.

10. Projects begun as a management directive instead of agreed-upon as a project that is of value (resulting in little user buy-in and often result in treating symptoms instead of fundamental problems). Any ROI is done while the project is underway, and is totally subjective and based on management directive rather an an objective analysis/review.”

MüTō Observation:

I completely agree with your 10 points! Further, I'll add that they can be referenced into three fundamental abilities of a project manager.

The short of it is;

Imagine the Project Manager that could communicate clearly, and guide a sponsor to open/honest conversation on the projects' goals, attaining their complete support. This same PM could completely understand the various parties involved to be certain they are a complete list of suppliers, stakeholders, and beneficiaries. Expectations would be normalized, and finger-pointing would be eliminated. Process would become secondary to the project's success, but intently adhered to!

Now let’s make that PM able to motivate the project team to such a point that the project is their primary objective! (Not just their day job.) When priorities threaten to conflict, a team-mate would think 'first' of the project; Opening the door to accountability.

This same PM might also be able to hold parties accountable for their specific tasks/milestones/responsibilities.

On Resources

2008-09-16T16:52:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Executive Team Member; Large International Non-For Profit

I feel the points are
* Attrition
* Wrong estimates due to lack of clarity on requirement part
* Change of requirements after RR (requirement review or at later stages)
* Talent crunch/Talent availability
* Usage of bad project management tool / Not using them at all

MüTō Observation:

We can group your responses into some basic categories.

First if we look at the causes of Attrition, you'll see that 'employees leave their management' not their jobs. A given technology project may take 9-15 months. Job rotation in corporate america averages 18-27 months. If we look at any given project we are sure to see critical associates leave the project. This attrition can be planned for through constant/clear communication, and if the PM can properly motivate their team, it could even be lessened!

The same skill of clear communication can be attributed to the clarity of requirements. We often times believe its the teller's responsibility. In fact, its a two way street. Both the teller, and the listener has a role to play. Its a project manager's responsibility to make certain that the sponsor/beneficiaries have clearely expressed the project's requirements, and that the suppliers have understood them exactly as they were represented. (neat trick!)

On Scope Creep (again)

2008-06-03T16:50:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Certified IT Professional: Healthcare group

“As others have notes in their answers, the biggest issue I've encountered as a Project Manager of a project to develop a dynamic mapping extension for a commercial software product was "scope creep." Without a detail Functional Specification developed with user input/client input at the beginning of the project you're constantly faced with requests to change widgets, colors, adding features & functionality. It takes a lot of time up front for the Functional Spec but it saves a lot of time, frustration, and confrontational communications as the project moves forward.

Be sure you understand the deployment environment -- e.g., SQL 2000 or SQL 2005, Internet Explorer/FireFox/Mac, etc. so the application is developed to work in the appropriate environments.

Also, good change control with tools such as Visual SourceSafe is highly recommended.
Finally, engage users, both sophisticated and non-sophisticated in product design.

MüTō Observation:

That veritable virus "scope creep"! I can't agree with you more. If its not fully controlled, a Project Manager will lose all direction when Scope Creep rears its ugly head.

If a project manager has an ability to communicate clearly, these obstacles become manageable.

If they can properly motivate their team, then issues about the environment are brought to their attention, and risks are raised earlier. If the project manager can hold his team-mates, suppliers, sponsors, and beneficiaries accountable, then issues surrounding requirements (scope creep), environments, technology, delivery of milestones, funding, etc... become less risky to the project's success.

On Corporate Politics

2008-06-03T16:37:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Director - IT Operations: Retail firm

The first obstacle and largest is Buy-In. You need to have an Executive Sponsor who is active and passionate about the project. Adequate Resources (Budget, Headcount, etc) would be the second. These are often under estimated to make a project look better, but in the end limit the projects ablility to be successful.

Ensure plenty of time for testing and ensure you lock down scope.

MüTō Observation:

What you point out has a touch of corporate 'politics' and the native ability of the Project Manager; Communication/Motivation/Accountability. Going up against that ornery Sponsor who’s sacrificing their own project's success for a little momentary 'boost to their ego', could be suicidal, for the PM, if not done right.

Imagine the PM that could point out to that 'short-sighted' Sponsor, that to fail at the project would be worse than to approach it correctly. Neat trick, eh? That's a PM's ability to communicate, and his ability to motivate, that comes to bear there.

On testing, and scope lock down. YES!!! It takes an involved PM to be proactive in this way. Ensuring Testing, and Scope lock down will seem like 'too much over-work' for that ornery 'Sponsor'; again, requiring the stellar communicative/motivational skills of the PM.

On Change

2008-06-03T16:36:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

CIO: Government Department

I would stress that change management is a huge obstacle. So often technology is looked at like the magic bullet that will radically improve your process... but too often we just automate bad processes - and it isn't until we have started programming that the business unit start to dream up ideas to add features to the process - then everyone wants to add things... then the changes come - then the scope creep - then the delays, the costs, and the frustration...

It could all have been settled in the business case, charter, and scoping stages - but it rarely is... and granted, it is hard to see the building from the blueprints... so it's change management I think we really need to get a handle on - so everyone knows the impact of adding after the big "freeze"

MüTō Observation:

I firmly believe that 'Change is a Constant', and that means that a project manager must embrace it and prepare for it.

The PM is to be held entirely accountable to see that the change is mutually understood (by sponsors/beneficiaries, and suppliers), and to see the change through!

On Process

2008-06-03T16:33:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Project Manager: Large financial firm

The answer to this question depends on the environment in which project management is deployed. Traditional waterfall SDLC and ceremonial PMLC in a mature organization will provide predictable results, challenges and solutions.

Organizations in transition with mis matched SDLC and PMLC will have a different set of challenges in managing the triple constraints due to mis matched toolsets.

Organizations in the latest trend of Agile project management with matching SDLC will find the greatest challenges in the area of ensuring proper communication.

To summarize, the question is broad and needs to provide more background in order to get a specific answer.

MüTō Observation:

My point is that the biggest obstacles a PM faces are personal; Their inability to clearly communicate, their disregard for their teams motivational foundations, and their lack of understanding of how to hold parties accountable to their tasks combine as the evolutionary 'muck' from whence all other obstacles are born.

On Management Support, and Project Scope

2008-06-03T16:31:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”
IT Manager: Financial Services Firm

“Some ideas that come to my mind:
- Lack of support from Management;
- Unclear project scope or too much flexibility if asked to add new features or redesigning previously defined ones;
- Wrong casting of business team members (if needed);
- Project plan not entirely formalized and understood by Management on points such as resource allocation, scope and project timmings;
- Use of new technology or business process changes not taken in consideration during the planning phase.”

MüTō Observation:

In most of the projects we deal with the PM's inability to communicate effectively, others with the PM's inability to hold parties on the project accountable to their responsibility, the remainder has to do with the PM's disregard for the team's motivational factors.

Imagine if the PM could establish a sense of accountability in Management? Would support come from them easier, or harder? Could the PM exert influence on proper resourcing/skill-set training? Some PM's struggle with fighting that battle...but that's a personal choice, right?

As a facilitator a properly skilled PM could easily promote a clear understanding between sponsors/beneficiaries/and suppliers on both the requirements of a project, and the proposed solution. The ability to communicate, and facilitate is tantamount...seemingly difficult with certain people, but not impossible.

On Project Definition

2008-06-03T16:29:00.000-04:00

“What obstacles do project managers face to successful completion of an Information Technology project?”

Information Technology and Services Consultant

“It is vital to define project boundaries.

Use a series of Product Descriptions to refine requirements & get Signed Agreements ... to include: Textual Description & Code ... Component Parts & Codes ... Performance Criteria ... Quality Criteria & Methods ... Responsibility for both Build & Test.

THE AGREEMENT SHOULD ENCOMPASS...
The Size, Scope & Deliverables ... How Big? ... What Features? How Many? ...By When? ... How Much? ... Quality Defined?

DOCUMENT ALL ASSUMPTIONS ... AND AGREE ON CHANGE CONTROL PROCEDURES. "

MüTō Observation:

These are among the top obstacles listed by Project Managers. I completely agree that defining the boundaries of the project, clarity in requirements, and solution (all unequivocally understood by ALL parties, equally) is tantamount to project success.

This requires a certain basic skill in the PM, called the ability to Communicate.

Just imagine the project manager that can bring parties together, and clearly negotiate the facilitate discussions so that at the end, requirements are clear to everyone, equally. Then helping to prompt the technologists/suppliers in such a way as to facilitate their expression of a solution in such a way that the sponsors/beneficiaries TRULLY UNDERSTAND what they are getting, and what it will do for them. Not to mention, the clear communication of all authority/responsibility/task accountability.

Then lets imagine the PM that can energize their team to a point that ALL issues/risks are promptly raised (instead of cya'd), and all focus is on driving the project to successful completion, not just because its a job.

Then, lets imagine that the PM can exert authority, and be on everyone's priority stack (placed on top) even when they are not around. ;)

Or, how about a PM that could do just 10% of that....

The entire responsibility for getting what you recommended done effectively, sits squarely on the PM. No-one on a project is more perfectly positioned than the PM to provide that facilitation.
But that's only step one eh?