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?