How Does Management's Attitude Affect Motivation?

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

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

“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

“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...

“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

“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

“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

“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

“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

“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

“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

“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

“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)

“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

“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

“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

“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

“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

“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?

On Project Control and a PM's Authority

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

Independent Financial Services Professional

“In order to ensure the Project Manager's control over a project, he/she should, at a minimum, have the authority to own one side of the project management triangle i.e. if any two are altered, for example, Scope and Resources, the PM has the liberty to adjust the third (delivery timeline) accordingly or if the delivery timeline is shortened, the PM should have the authority to reduce scope or add more resources to the project.

It is essential that there is a clear understanding and communication of which side is owned by the PM in order to ensure success.

This may seem very basic, but more often than not, projects fail because businesses make changes to one or two sides of the triangle, and expect the others to remain unchanged.
In order to track and measure these changes, a robust change management process needs to be in place backed by an effective communication methodology which ensures that all stakeholders are aware of the change, its impact, associated risks and have signed it off.

So, in order to ensure the success of a project, the PM should, at the outset clearly establish and communicate which part of the triangle he or she owns.”

MüTō Observation:

To a project manager, the topic that you framed can be summarized as "Lack of authority."
I completely agree with your summation, to paraphrase "clearly communicate authority" as being a responsibility of the PM. However, we are rarely in a situation where the sponsor/beneficiary or suppliers actually understand the Resource/Scope/Timeline relationship.

So in reality, it is pragmatic to presume that the state of the project in its infancy is that these elements are not understood, and should therefore be an educational topic up front in the project, And then a topic for reinforcement throughout the project.

This places the PM in a state of 'authority' that is stronger than any expressed authority, as it is an acceptable perception of leadership.

Just imagine, the Project Manager that clearly communicates authority throughout the project, and has an expressed managed level of comfort over "the triangle".

That's only the beginning.

On Project Phases and Risks

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

Compliance Officer: Leading Financial Services Firm

“There are some excellent answers to your very good question. I would add that it is really important to surface - as early as possible - any possible showstoppers. These may revolve around the technology or business change processes or whatever. The PM needs to get enough diverse thinking together at an early stage to try and anticipate these so that they can be dealt with actively.

Another area that can be a major obstacle is if the PM doesn't understand the priorities and concerns of key stakeholders. If the project has a formal governance mechanism such as a Project Board then communications with this group are key. These are the people who can fight for the project at senior levels or who can kill the project - actively or by indifference. What makes them tick? How do they see risks? What do they want to see? Even - what is in their objectives?”

MüTō Observation:

Your assessments are critical in the "Planning Stages” of projects, and Project Managers typically recognize faults there.

The tool I boil down here is one of active communication. I would go as far as to say the PM is ultimately RESPONSIBLE for the items you have listed below. Understanding Risks/Issues, and the Business Need are critical for a PM to be able to actually 'manage' a project to successful completion.

On Communications

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

PMP: Technology Project Manager

“The largest obstacle seems to be proper communication. Frequently the technicians will assume things that the business people have no idea about, and the business people will assume things the technicians have no idea about. A good example is a recent project that I was brought into to solve a communication problem. The business people and tech had met, and determined that data feeds could be accomplished between the company and the vendor. The business people assumed the standard feed would work. The vendor assumed they would get the feed formated the way the rest of their clients sent the data. After several weeks of trying to determine why the feeds were failing, the collective they discovered it was a formatting issue in the feeds. This sort of thing was what I was brought into the project to resolve. Techs and Business people do not speak the same language, and assumptions are made on both sides. This leads to requirements that are not documented or incorrectly documented. This in turn cascades into variance in estimates, and impacts both schedule and budget.

Another item is that the charter is either not done or is not correctly linked back to core business goals. The charter should spell out why a project is being done. The project should tie back to departmental and organizational mission statements. Documents withing the project book should go into expected return on investment, potential risks and OPPORTUNITIES, stakeholder analysis (why is it good for the manager of this group and such), so that when support wanes for a project the PM has all these tools ready to keep the project going. Part of the risk and opportunity plan should be a reaction to possibilities script. So if there is an opportunity to enhance the ROI of another project that might occur, there should be a plan on how to do that if it does. Planning to mitigate the risks is only half of risk management. By taking advantage of opportunities we can not only enhance the value of a project to the organization, but maintain support for a project.

A solid grasp of scope creep and change management is necessary for an IT project to succeed. It happens to us all. One minor change can be absorbed, maybe even 10. Unfortunately they pile up, and before you know it the pile of minor changes don't link back to requirements or the project mission. It is far better to implement change requests for all changes. If the change is minor, the impact should be minor, but it gives a PM some justification when they say "We'd like to put that request in the next version of the product."

Some things that get skipped sometimes are:

- A formal communications plan
- Formal stakeholder analysis
- Exploration of other solutions (I like Ishikawa diagrams and FMEA, but their are other tools)
Lessons learned. (either never done, or never reviewed to take advantage of them)

The other main issue I see is an undervaluing of the PM resource. Too many PMs operate without administrative support. That's OK if you're the only PM, but as a department has more projects running and more PMs it makes sense to get administrative assistants in for them. Simply on the basis that the assistant can do things for them, which in turn allows them to do more PM work.”

MüTō Observation:

Communications is a fundamental Project Management tool. Motivating a Team, and holding parties Accountable are the other two tools.

But, Communications is the BIG ONE. No-one but the PM sits in a seat on a project with the ability to SORT IT OUT.

Governance and Decision Makers

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

MBA

“- IT Strategy/Business Strategy Integration (Governance)
- Resource Management (dynamic workforce variation mitigation)
- Availability to Project Charter Signees (decision maker involvement)
- Vendors”

MüTō Observation:

Lets boil these obstacles to three elements; The PM's ability to clearly communicate, his/her ability to properly motivate team members to an active goal, and his/her ability to hold parties accountable for their tasks.

And that doesn't mean someone giving them the authority.

Very few organizations I have been through (most of the fortune 500) have effective project governance for more than I would call one management season (before rotation occurs at senior levels)...so that one season is just the environment. It impacts the PM when they need more money...so, at a lower level sponsors can be present. That requires more PM communicate-ability.

Resource management is a bear (especially with outsourcing/offshoring so prevalent.) The dynamic nature of today's workforce literally means your assets go away. So what keeps them at a firm? What if a PM could supercharge his team into believing in the project? (I say that's the PM's responsibility.) It would certainly reduce the dynamics...but it would require a heck of a lot of work from the PM.

Availability of the Charter signers is not too problematic...people sign stuff almost naturally in the corporate world, BUT...holding them accountable! ha! That's a different story. That's the involvement part, eh? Can a PM get an answer/decision from the 'decision maker'? That's a problem...one that requires the PM to hold the chain above him/her accountable.

And finally, Vendors....I assume you are talking about them holding to milestones, or over-promising capabilities, etc. That's the trick. Holding them accountable is also a bear, but something a PM can do a lot easier than holding internal resources accountable. ("You don't deliver, we don't pay.") Still, Soprano tactics result in someone being bumped-off...not a good tactic when you need to complete a project. So, How does a PM hold a Vendor accountable?

That's a fundamental skill, and one I teach. It has to do with having a Plan "B" that everyone agrees on.

Understanding Technology

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

Project Manager: Leading financial services company

Since you specify IT projects, I would say the individual team members understanding of the technology being implemented can be a hindrance (including the PM).

MüTō Observation:

"Do I have to know the subject matter?" (ie: the technology...) The patent answer is "It DEFINITELY helps..." However, it’s not necessary, so long as there's a qualified SME to support the PM. But I mean a REAL one. Now there's the trick.

On Suppliers

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

Managing Director, Project Management Firm

“The biggest and most consistant problem we encounter is the failure of IT service providers (both local and iternational) to meet installation deadlines. These providers also have a habit insisting on ridiculously long lead times for installation of their services.

A good project manager can control most other issues with proper systems and planning."

MüTō Observation:

This is the classic issue. The question is at what point does the Project Manager realize this problem. Is it at the delivery date? Or at some point prior? A Project Manager that is holding his suppliers accountable will know well in advance that the service provider is going to have a problem meeting their deadlines.

Long lead times can be negotiated, once you take the time to pry them apart. “It is what it is” Is the easiest excuse to pry open, just try asking “And what exactly is it?” Approaching the ludicrous is a great way at finding out the underlying nature of the estimate. Are the suppliers simply building in “Buffer time” or have they REALLY figured out how long the task will take?

On Process Etc.

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

Information Technology and Services Professional

Every project is unique, and even the same project in two different companies is also unique. However, from personal experience, these are the biggest gotchas....

1. Ready, Fire, Aim! - Spend time BEFORE you begin. Amass all of the information, scope, expectations, deliverables, etc. If your project is successfull, it will expand. Leave room to grow at the end without having to start all over from square one.

2. Expect resistance. As the PM, you have had potentially years to understand the change(s) coming. Thus, you are comfortable, whereas the end-users are being force fed very quickly. Where possible, have end-user driven meetings answer questions, provide updates, and anticipate how much help you will need come launch day

3. Change orders - These are ineviteable, but don't let change become the project. Group them into categories (e.g., critical to launch, SP1 Priority, or simply nice to have) and move on.

4. For large or complex projects, I liked to hold "Proof of Concept" testing where possible and let the end-users be the testers; and audit or risk management as the lead. Why? A) Proves it can fly; b) Gives the end end-users a chance to fly it too; c) Get's Audit or Risk Management involved and hands-on; d) Provides an early look into ease of use or where training may need to focus (just be clear on concept versus final product to address misconception; e) Let's someone else test and document so you can keep the project moving; f) allows you to observe instead of drive; and g) Hope for failure somewhere. If the first "pre-test" is perfect, something is definately wrong!

5. Budget busters - "measure twice, cut once". Upgrades always have gotchas.......plan for them in contingency funds up front. Anything totally new is either very simple and straight-forward; or your worst nightmare come true when it now won't run on the old routers you forgot to consider.

6. Build Disaster Recovery into the project, DO NOT wait to come back to it later on. We are a 99.9% uptime world today, if you think otherwise...it's been nice knowing you

7. Launch quietly with your best. Unless there is some compelling need to do so, launch quietly, in parallell, and in person with your best group, team, region, etc. Full scale launch on day one is full scale disaster guaranteed.

8. What are your customers doing while you wait for your IT group to arrive to fix some problem? Plan for customer issues. Everyone seems to think of every issue that can go wrong, but never considers what your customer is doing while your employees are running around half insane! Don't surprise your customers above all else. Ensure all your managers are present that day and their only job is to greet customers. Ensure your Senior Management are in synch too so that everyone is focused. So many fail to see this one coming, but then wonder where the customers are going!

9. Launch - Designate a back offce team to be the temporary point of contact/help desk. This "crisis team" is specific to the launch only....leaving your Help Desk free to deal with the usual problems too...not just the launch issues. Begin transitioning support back to the Help Desk as the implementation issues ease in the days ahead. Amazingly simple and VERY effective if done correctly!”

MüTō Observation:

When I read the list you provided I noted that for the most part they typically assume a certain higher level of competence in PM's than other challenges I have been reading. For example; In order to 'hold Proof of Concept testing' or 'launch quietly' a PM would have to be able to hold his suppliers/testers accountable to support his aims, AND support a given corporate process. This will require skills in the PM that likely only come with experience, or specific training.

Ever meet a PM that follows the 'book' to the letter, without pause, or change, but fails anyway when faced with that dynamic project? Or perhaps a PM that fails to charge up his team, then wonders why they won't provide answers, support, when needed? Or maybe that PM that says "But they should be doing it...its their job." not realizing that people do not work because they have jobs, they have their priorities, and the PM has failed to make his, their utmost concern?

Any of the PM's I labeled above would not have a chance at tackling the issues you listed. So you are definitely talking about advanced topics.

On Motivation

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

Senior Management Consultant;

“I think there are potentially lots of answers to this but for me they all come back to it being a good idea at the time that no one really tests and excessive egos. My favourite project is a good example of this for despite the mountain of documents describing in minute detail what the requirements where the requirements and solution were fundamentally flawed. The idea was based on a marketing demonstration and the chosen technical solution was infeasible. Anyone who said so was told they were wrong and to do what they were told. The end result after the business and technical sponsors left was that the project ground to a halt and sits unloved by all. In the end a business idea and solution should be sustainable in their own right and not survive simply because of the egos.”

MüTō Observation:

You’ve managed to describe nearly every project I’ve encountered. If left to its own devices, a project will be ill-conceived from the get-go. Blame it on communications. Or more succinctly put, un-chaperoned communication. The Chaperone, in this case, would be the Project Manager.

Fundamentally, the main responsibility of the Project Manager during the ‘planning’ of a project is to be the Facilitator of all discussions. Questions to the suppliers like “Do you understand the requirements?” and to the sponsors like “Does the solution feel right to you?” will go a long way to make certain everyone is on the right page.

Sponsors do not want to fail. Ego’s can be used positively to support success! For example: “I’ll shut-up once you tell me whether you can describe the solution at a high level.” Will go a long way towards either an open discussion…or a change of jobs.

One of the hardest things a project manager has to do is “choose their battle.”

On Requirements

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

System Administrator; Financial Services firm

“REQUIREMENTS, well stated, and upfront is the key to successful completion of any project; not just IT projects. Creating requirements on the fly while in the midst of a project indicates poor planning, creates havoc with all team members and produces false positives as to when the project can or will be completed. It is important to recognize that IT projects are inherently complex and require a considerable amount of planning and forethought before exercising. But in order to plan and account for budgets, time and energy, one must fully grasp and tackle the REQUIREMENTS! Be wary, do not make them up as the project flows...”

MüTō Observation:

Requirements are tantamount. So, the PM's ability to LISTEN, and make certain that the business is 'winded', and that IT has no further exploratory questions is tantamount as well, eh?

One way for Requirements to be guaranteed is for PM's to accept the responsibility of making certain all parties are in agreement on 'what the project requires' before moving onto building it.

Funding changes happen, but they become easier when they are not surprises/scope changes. On that...the business is the business, and they reserve the right to change their minds...but SOMEONE has to hold them accountable for the issues that will raise on a project. Business folks appreciate it, if handled appropriately.

Not knowing the technology

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

Certified IT Professional; Consultant

“…non-technical participants, especially at the upper layers of management, cannot grasp the technical complexities that often lead to delays and a multitude of issues.

I highly suggest you make it your primary mission to understand (to the extent possible) the technology involved as it will aid you in successful project implementation.”

MüTō Observation:

If the PM cannot gain the technical knowledge, then they MUST surround themselves by true SME's in the topic.

I can't tell you how many times these impossible projects I was on were saved by the SME's recommendation, and my support (as PM) in communicating the recommendation to the exec's.

Project Obstacles

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

Senior IT Leader/Director; Fortune 50 international firm

I'm sure it's different from organization to organization, project to project, but here are some of the obstacles I've run personally run into while directing projects ...
- No project charter
- Key resource leaves
- Tasks defined do not have a deliverable associated with them
- Poor initial estimates on tasks
- Vendors do not produce/deliver on time/budget
- Time is not tracked, so earned value cannot be calculated
- Inconsistent time reporting
- Insufficient resources available to complete tasks according to estimates
- Sufficient resources with insufficient skill sets to accomplish defined tasks
- No change control process to manage scope creep
- No/insufficient risk management planning
I'm sure there are plenty of others…”

MüTō Observation:

Some of these items speak to the complexity of process and the PM's inability to hold others accountable to it (both suppliers, and partners), others to the communication skills of the PM (or lack there of), and some to the motivation of team-mates on the project and the PM's inability to create an overwhelming sense of teamwork and common achievement towards success on a project.

I don't think I've ever been on a project that had just the right amount of resources, or time to accomplish the tasks, so I tend to expect that; and make due. And since the business is the business, its their prerogative to change their mind; (not sure if that's scope creep, or business first. ;)

Granted that creates an environment where the PM is greatly challenged by ALL of the things you mentioned, and then some, (as you said.)

Just imagine if the PM had an ability to communicate effectively (to EVERYONE on the project), or motivate his team so they were supercharged and equally eager to see the project to a successful completion. Imagine the PM being able to hold EVERYONE accountable, through a series of non-paper contracts, enabling him/her to be able to ascertain risk early, and overcome issues effectively/efficiently.

What if they could be just 10% better at all of that?

On a Sponsor

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

A Sponsor: Manager utilizing business solutions

“As a business person who has managed IT projects - the two key challenges in implementing an IT project are:

(1) estimating the level of customisation / configuration required

(2) estimating interface development

I believe that these two things and the issues that spin off them are the key "deal breakers" in IT projects.”

MüTō Observation:

These challenges are typically STRONG especially when there's a breakdown in communication between 'what' the client wants, and 'how' to get it to them.

All other things like IT Skill set/motivation being on par, this breakdown in the communication, or the lack of someone actively managing these discussions could lead to some of the cause for what you have listed.

But really, the point here is these issues arise within an I.T. team. Often times, a PM may not have access internally to the IT Team, and may find that not all the information is available. This adds to confusion, and disconcerting reporting (ie; Project Cost overruns/bad estimates).

Best to be open, and true. Now the kicker is HOW DO YOU HOLD someone accountable for that!? We've all been on the side of the fence when someone says "Oh come-on...you can do it for $50k less." heh, my response is... "No, really, we can't." I've been slapped for it, AND, I've been patted on the back for it.

I'm glad to say, I've been patted more than I've been slapped. Cooperation is another thing...similarly connected to the concepts above.

On Scope Creep

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

A PMP: Installing a Utility

“Two words come to mind, "scope creep". Its critical to properly list the requirements of your project in the beginning so you can clearly define when it is a success or failure at the end. Another piece of the puzzle is to have proper change control.”

MüTō Observation:
We have found over time that in general, scope creep becomes diminished as lines-of-communication between the supplier and the beneficiaries becomes clearer. The most ideal scenario is to tackle communications upfront. Clear it up, and keep it clear. Then lock in agreements (with accountability tools) while actively managing that accountability into delivery.