Doing projects in an agile/chaotic environment can cause significant problems. Prioritization changes without warning, and higher management often expects no change in deadlines or deliverables. This is a common challenge many project managers face in real-life project management. While the reasons for these issues vary from project to project, the impact on personnel remains consistent.
One big problem in project management is the misconception about the project manager’s (PM) role. Many think a PM must have all the answers, which is far from the truth. The team is responsible for the answers; the PM drives the process. If a PM is involved in project task execution, it is crucial not to prioritize personal interest above PM responsibilities.
For example, favoring technically interesting tasks over PM tasks and processes can be detrimental.
To become a good and realistic PM, the first step is to minimize involvement in project task execution. If this is not possible, create a PM time schedule where PM tasks remain the top priority. A PM is typically responsible for the process, task management, and communication with stakeholders and the team. Project task execution is primarily the team’s responsibility. The PM must involve the team in project management activities such as time management, planning, and delivery requirements. All necessary work must be prioritized and executed by the team. If the team cannot meet the delivery agreements, it is their responsibility to communicate this and the consequences to the PM.
Example: when doing the planning process, make sure to do the plan together with the project team in a workshop. Call out the team to make their own plan and commit to it.
Becoming a PM requires dedication from the team and management; otherwise, the role is worthless. Make sure that the team members involved are dedicated to the PM and that they do not have any conflicts of interest or personal conflicts with the PM. Parallel to this, the PM role as a trustworthy sparring partner on task priorities is important.
Example: show that the team can trust not to have all the answers ready for PM. The team is allowed not to know! Together the team can compose a plan to answer the questions to the problems. Creating such a workspace will create trust between team members and eventually lead to a “high-performing team.”
When managing projects, many issues arise during the different stages and tasks, but the top statistical causes for delay, failure, or cost increase are mentioned below (www.projectmanagementworks.co.uk; www.wrike.com; www.firmbee.com).
Project Cause for delay
40% - Prioritization of resources internally
38% - Inadequate requirements
35% - Change in project objectives
As the PM, the focus must be to ensure that these problems are closely managed, and the consequences communicated to the project stakeholders.
Tackling the prioritization of resources internally requires decisive communication to the project team. The team members must all be aware of why this project is prioritized and why they must commit to the deliveries they are responsible for. It is recommendable to sign a resource contract with the resource owner to ensure commitment. This will ensure commitment and resource dedication to the project. If possible, make sure that the team is brought together in a kickoff meeting to encourage team spirit. Team spirit and dedication toward the team and project are vital for project prioritization and execution. A well-managed team will support each other and uphold resource agreements that will ensure project success.
When reprioritization occurs, make sure that the resource owner is informed about the consequences and that the stakeholders are informed about the impact or possible delay. The PM is not responsible for the delay but only for reporting it and its consequences.
Example: PM is not informed about a change in resource prioritization and is therefore not aware of the pause or cancellation of a given task execution. In this situation, the lack of progress is first identified when the project team is having a meeting or, worse, when the deadline is missed.
Make sure not to take this personally and remember that the project prioritization remains the stakeholder’s responsibility and that reprioritization is necessary in a struggle for finite resources. In other words, this is bound to happen, so make sure to have a plan for how to manage it.
Project delay caused by inadequate requirement is often due to a rush to market. The initial analysis of the user need, technical requirement, legal demand, and much more is neglected to push for an early market release. When managing projects that strive for early product launch, be aware of moving too fast through the analytic phase where the requirements for the project are being established. Make sure that the project is well defined, communicated, and get a written stakeholder commitment.
Example: Use the analysis phase to establish insight into the competencies required to execute the project. Once that is complete, make sure to create a charter or other document where the competent team commits to the project requirements and all sign it.
Project objective creep is a conceptual shift in purpose or direction. It often occurs in projects where a critical change in market conditions or an internal strategy change forces the project to change direction. The best way to manage this is to establish clear and well-defined project objectives from the beginning. Get stakeholders to commit to the objectives in a detailed project charter or similar document. Lastly, establish a change control procedure to assess and approve any proposed changes to the project objectives.
Example: A project aims to create a new color for a paint catalog for a paint manufacturer. Suddenly, the company decides to change the paint from a non-environmentally friendly mixture to an environmentally friendly mixture. This changes the conditions for the objectives, and the project must redefine the objectives to support the new strategy.
In general, there are many similarities in the three most common problems with project management. In most cases, they can be traced back to the start of the project and how well the analytical phase has been documented. Because of this, pay great attention to this phase and ensure that all stakeholders agree on the deliverables and objectives for the project. However, this alone does not solve the problems. Make sure to focus on project management qualifications and the tools required to guide the team and stakeholders through all phases of the project. If you do not possess them, be sure to have a mentor who can help in areas where the competencies are not present.
Now, get ready to engage in real project management by starting to do “Project Management”! It is not just a fancy title; it involves hard work in a stressful environment with ever-changing deadlines. It becomes enjoyable once you acquire the skills and appreciate the responsibility bestowed upon you.
Best of luck with your project!
Credits:
Picture 02 Link: www.freepik.com/free-photo/group-friends-planning-together_10848404.htm
