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.