As promised here are the results of our survey on the Top 10 Obstacles to Project Success in 2010. More than 1,700 respondents took the survey and represented 22 industries, 26 countries and 47 types of projects. Here are the global rankings;
1. Changes to Project Scope (scope creep) [Third year in a row!]
2. Resources are inadequate (excluding funding)
3. Insufficient time to complete the project
4. Critical requirements are unspecified or missing [Up four from last year!]
5. Inadequate project testing
6. Critical project tasks are delivered late
7. Key team members lack adequate authority
8. The Project Sponsor is unavailable to approve strategic decisions
9. Insufficient project funding [Down two from last year!]
10. Key team members lack critical skills
Read the first article on our findings here;
http://www.mutoperformancecorp.com/2010SurveyResults.htm
Individual obstacles, trends in ranking, regional and industry based differences are just a few of the subjects we will cover in future articles.
Feel free to comment!
Thanks!
The MüTō Team
Showing posts with label Project Phases. Show all posts
Showing posts with label Project Phases. Show all posts
Saturday, March 12, 2011
Tuesday, June 3, 2008
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.
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.
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