“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.
Tuesday, June 3, 2008
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.
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.
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