| Topic : Biggest Project Management Mistakes |
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Project Management ++ |
PROJECT MANAGEMENT |
Global Project Management |
9 more ...
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Activity:
699 views;
last activity : 08 28 2012 05:21:51 +0000
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End user engagement
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Project Team not clear on Vision
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In effective Stakeholder Management
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ESTIMATION INEFFICIENCY
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Attitude of the Project Team
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Lack of concentration
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Crunching the timelines
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Over commitment by the sales/marketing floks
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POOR PLANNING
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No STAKEHOLDER Analysis...!!!!
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Lack of co-ordination
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Essentiality of 'Communication'
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Improper project managment
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Consultant, Sripathy Consultancy Services
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In complete project schedule
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MMAli, PMP: Clear communication.
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IT AND BUSINESS TEAM COORDINATION ISSUES
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Biggest blunder in project management
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Confused leadership
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Essentiality of 'Communication'
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We think that these are best practices, but its not
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Lack of clearly defined management heirarchy
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Egoism
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In adequate documentation of client's requirements coupled with poor end user involvement.
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End user Aggrement
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skill level estimation of project resource
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Not cleared about d negatives
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change management
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Keep the end user involved from beginning to end in a development project.
It’s the only way to be certain you will deliver what they want. I have seen many people taking things for granted on requirements and go with it and there is no proper communication with the end user. And they end up wasting times in terms of restructuring things.
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I would agree with Jitena by involving the enduser representative during the development phase of the project ensures that there is minimal rework but the enduser involvement should not creep into the space of the developers
End users are always required to be taken along but how....
The best way to avoid scope creep and also to keep the user happy is there should be joint inspections and scope discussions at 25%, 50%, 75% and at pre commissioing stage of any |project so that at the end there are minimal mismatches between the users requirement and project team deliverables.
I feel the end user must be involved from the start. I agree with this views put forth.
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The Project Team is Not shared with Vision and Expectations of End Product outcome of the Project. |
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UNLESS THE PROJECT TEAM IS NOTCLEAR ON VTSION PROJECT CAN NEVER PROCEED SUCCESFULLY AND RESULT IN TIME OVERRUN,COSTOVERRUN AND EVEN TO FAILURE.
Yes...
Success of the project depends upon the clear, crisp and shared vision. If hundreds of thousands of people are involved in a project sharing no common vision, the project will fail .
Thank u...
What I feel is that decision without foundation will fail. With no clear vision the top management and the management below them will keep on making decision which has no foundation.
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Stakeholder Management is the Key for Project Success. If not handled well, will Jeopardize the Project Success. *** Keeping Important Stakeholders Informed and Involving the Influential Stakeholders throughout the Project Life Cycle is a Must ***
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Lack of stakeholder support is the leading reason for project failure, Stakeholders active participation through consultation and collaboration is key to the project’s success. Failing to consult or collaborate with stakeholders who are significantly affected by a project, especially end users, can make people feel mistreated and lead to rejection of the project’s products or recommendations.
As per PMP project manager is first and foremost and Integrator. Having said that knowing and managing the stakeholders is the key to project management success.
Knowing your stakeholders help one to understand their needs (stake) in the project. It also help the PM understand their objectives ( positive and negative as well ).
When the objectives and needs are known the PM and team can work on understanding the risks, requirements, scope (boundary of the project), broad project level objectives etc.
Understanding stakeholders help build a complete picture of the project and its environment.
very well said...stakeholder analysis and stakeholder management are the key factors which increases the likelihood of project failure if not managed proactively.
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This is a biggest blunder in Project Management.
Lack of Estimation Knowledge and appropriate Estimation models not being used is the root cause of this.
Various Estimation techniques such as ANALOGOUS, TIME BOX, LIFE CYCLE PROJECTION, FORECASTING are available
Various Estimation Models are available such as KLOC, UCP, FP, COCOMO etc. Depending upon Project nature, Appropriate Estimation models and techniques should be used.
Common Missouts in Estimation
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1. Order of Magnitude not considered while progressive eloboration of project - Refer Article posted
"ASPE Project Estimation Six Orders of Magnitude"
2. In case of similar size projects, Managers tend to apply the estimates of old project for the new one with adjustments up or down depending upon the similarity of projects. Refer Article "Common Missouts in Estimation_FORECASTING TECHNIQUE"
Evaluation of certain KEY VARIABLES which affect historical and current estimates are missed which results in IN ACCURATE ESTIMATES / UN REALISTIC PROJECT DURATION .
These Key Variables are
1. Resources and Technology, 2.Difference in Experience and Skills, 3. Morale 4. Time of Year and Complexity.
3. Regression Effort missed during estimation without consideration of following
"WHEN A TEST IS NO LONGER VALID, EVERY OTHER TEST THAT DEPENDED UPON NEEDS TO BE RE DONE"
"LATER A CHANGE IS ADDRESSED GREATER, THE COST RISK AND DURATION"
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The biggest problem(s) in estimation specially in the Indian Context could be because of the following factors as listed below.
1. Are the objectives of the estimate clear and correct ?
2. Have the tasks been properly sized? Is there a proper WBS for the same?
3. Are the estimates consistent with previous works done in that area?
4. Have the factors affecting the estimate been identified and explained?
5. What is the integrity of the estimation process ?
6. Is there evidence of capability to support the estimation process?
7. Has the situation changed since the last estimate? Has there been a change in scope midway?
These have to be carefully analysed.
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In many cases, the attitude of the project team is like that instead of resolving the issues, they keep postponing and also take the issues very lightly assuming that these will be simple to fix / resolve.
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I support this idea. The project should be well motivated to achieve the desired results.
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Most of the project management mistakes made over
the years are due to lack of concentration. When things
are running smoothly or when you're diverted by other priorities, it
can be easy to get distracted and deviated from things. Often people think
that, even if things got a little out of shape, they can catch up.
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I hope the lack of concentration is the major contributing factor for the project failure. As the project gets executed more items gets added and the focus of the PM gets distracted unless the PM is able to prioritize and articulate the project will be in Soup.
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I feel almost every where the timelines for the release are decided before the full analysis and then the team have to adjust the schedule to meet it....
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The timelines for the project are developed by the Planners who dont incorporate the total time period required for any project. They do mis out many a small things, stating that these cant be incorporated in the planning softwares or this might not take so much of time. But the fact is these small things do make a big difference in the time line for the project.In fact the time line created by the Planners must be developed with the proper information from the Project leader, who guides the Project team for the completion of the Project within the timely schedule & budget...
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At the time of sales, the marketing/sales folks give
an impression to the stakeholders that the product can do every thing under the
sun. At the time of implementation they the on site Project Team says cannot be
done. This also one of reasons for the failure of the projects.
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I definitely agree with alessandro that when you try too hard to achieve something then sometimes you end up failing in that.Similarly if a sales executives try too hard to convince the customer then it can backfire on him.
Too many times I have seen the sales force of the companies I worked for mark projects as "Must win". This means do anything to please the client...Cut on time and budget, without involving the project manager or the team...
In the ens, the responsibility is PM's, not theirs.
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Lack of Preparation One of the most obvious reasons a project fails is poor planning at the outset.
Managers who fail to properly scope a project, apply risk management principles and plan in time for quality assurance and security assurance are courting ruin. Some experts advocate implementing an exploratory phase during the chartering process, which allows project stakeholders to plan and create a wish list--with accompanying budget--that will give management a good handle on the process before the project is approved. "The reason why a lot of projects fail is lack of preparation in the first place," says Steve McConnell, CEO of Construx Software, a Bellevue, Wash.-based software consulting firm. "If you go to the exploratory phase, part of the purpose of that phase is to do some of that preparation before a project has even been approved. So the activity itself actually reduces the chance that the project will fail if, in fact, a project is fully launched."
Reference
http://www6.lexisnexis.com/publisher/EndUser?Action=UserDisplayFullDocument&orgId=3045&topicId=100050541&docId=l:792647084&start=21
5 Project Points of Failure to Avoid
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Stakeholder analysis is sseldom given importance in many porojects which inturn leads to huge risks on landing up in project failures. Stakeholder analysis deals with study of the following:
By perfroming stakehodler analysis, all these needs, wants, requirements and expectaitions could be documented , understood and convereted to Project scope, which forms the HEART of any PROJECT SUCCESS...!!! |
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Projects can not done by a single man. There are differant proffesionals are require to complete a project. Suppose some body wants to set-up a plant some where , so from proposal & land purchase to functioning the plant lots of differant kind of proffesionals are require, like Architect , Structural designer , contractor for civil works , for mech & services , some legal advisors etc. So you require proper co-ordinatin between all these guys & minimum one person should be there as a co-ordinator from start to end. |
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Basically, entireity of project management depends on the 'communication' aspect of a specific project. Be it any part of PMBOK of the project, proper communication will guide to a successful project management and project success. Moreover i do accept 'communication' is a very general term in project management, that is why is more essential to concentrate in every stage of the project with a review process. |
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I agree that effective communication is a vital part of any project and if not done properly then it will definitely result in chaos as no one will be clear of what they are supposed to do and for what they are accountable.
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Project management practices should follow a well proven system. There are various international guidelines on this. The role of project managers in translating the user scope through marketing managers/ sales managers into the language understandable by the software planners and executers and the continuous coordination with all towards realizing the project deliverables within time and cost should be emphasized and ensured. Seamless integration of all project functions under the leadership of dynamic project managers is essential for any project to succeed.
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References :
Project management - Wikipedia, the free encyclopediaProject Management is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and ...en.wikipedia.org Project Management InstituteThe organization of choice for project management professionalism. PMI establishes Project Management standards, provides seminars, educational programs and ...www.pmi.org |
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I think in executing a Project time management is quite important.
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Keeping the time line will ensure success. Smaller scope also ensures faster delivery and success.
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In complete project schedule Project team members don't know what is due and when . To overcome this create a schedule determining all the activities involved in getting the project done with the time and date and the dead line. Once the team members know what is to be done and when. Project wont be way behind the assumed time. Project Management software can help create schedules. |
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Project without a schedule is like riding an uncontrollable horse. Once you received the scope of the project schedule it and discuss with the team.
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Clear communication is the key for project success. Which involves end user, sponsor, and other stakeholders. Project should have a sponsor and project should be aliened with organization strategic goals. I saw many projects failed because no clear sponsor. Projects were done because of managers pet project. |
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Business Misfit Even when an IT project is implemented beautifully, it can be a failure. If a technology or a process doesn't fit with the business needs or sync with the way the organization operates the project has the potential to be a waste of money. IT teams need to be in touch with business stakeholders to get a clear picture of the business needs to ensure projects fit within the business schema.
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For managing project smartly , define the Scope clearly with the end user nothing should be left open ended. Plan inteligently , Make schedule with the time lead and for each head and then use different methods to avoid any confusion.Make all policies and decision making properly. Responsibilities and authorities should be defined clearly before we take off.
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Many times its no clarity with TOP level management and they are confused at the times when there is some vortex formation in the thoughts cultivated by TEAM. Many times leader itself wants to get alonwith the wave and wants to leave the result time driven instead of the clarity what does he expects from TEAM. |
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Basically, entireity of project management depends on the 'communication' aspect of a specific project. Be it any part of PMBOK of the project, proper communication will guide to a successful project management and project success. Moreover i do accept 'communication' is a very general term in project management, that is why is more essential to concentrate in every stage of the project with a review process. |
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1. To get the projects, we showcase ourselves wrongly most of the time and commit many things thinking that we can manage it later. 2. Most of the project Managers are not staright in communicating with client to get the things clarified and they open up in the last minute to save themselves.3. Every time we have a call with client, we set the expectations very high and later pressurise the team to live up to that expectations. 4. Proper identification is not given to the top contributors of the project. I am sure that working on these challenges will make you to handle any project smoothly. Forget about the Estimation, planning and all plans....
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In an organization where some people are a part of multiple teams it becomes imperative to ascertain who will have the authority to designate tasks, who decides the priority and importance of projects one should be working on and how the time will be divided among projects most effectively. This is especially important when people report to multiple managers who are in a heirarchy of thier own. A lack of this and chaos is sure to occur as a lot of time gets wasted on deciding thie every time it occurs. |
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Egoism |
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Egoism need to to be identified by Project Managers (seniors) on the job rightly (this itself proves he/she is an apt project manager for Project Management job). Having an egoistic project manager for a project or a group of projects will cost heavily to the company in all the ways.
In adequate documentation of client's requirements coupled with poor end user involvement.
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In adequate documentation of client's requirements coupled with poor end user involvement. Add to this , poor documentation.....the project is doomed!
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This is the important part of any project,Until and unless we fullfil the requirement of the enduser we will never able to bring up the project with success, Every project should have their second phase ready if the first phase fails you should be ready with the secong one with all the required feature what customer want.In every project what we send to end user it should have direct email or the URL from where the end user at least put up their suggestion of what he is expecting from that and what additional feature he want, so that the development team should get the mail directly and procees fast for the 2nd phase of the project. |
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Prelimenary estimation of project resource should be done by project manager, which is an essential aspect of HR management for that project. Skill levels of the project team should be built (meaning: planned before and during the project execution phase) in-tact, so that the team can stand up to any technical challenge. Most of the time project managers tend to leave this to the team leader or project leader, thus having a struggle during the resource crunch or technical insufficiency. |
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The biggest challenge faced by an organisation is always by the negatives that can be predictable , to avoid these from the beginning only , bring lot of mess & time delaying factors in the project
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Controlling of changes that are submitted by the client to increase the scope of the project. A very safe project shoulod aim for under 10%.....typically we all know that we are lucky if we fall under 25%!!! Lack of proper change impact analysis and control mechanism is one of the costliest blunders. |
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