In a manager’s utopia, all projects would come in on time and under the budget. But reality, as we know it, is vastly different. It is not a rare occasion when a project fails, but definitely one no organization would want to face. In a study by PricewaterhouseCoopers an astonishing 97% of organizations said that project management is crucial to business performance and success. There are three basic components to the success of any project.
- Completing the project within the budget
- Meeting the deadline
- Delivering results and quality, as expected
For an accurate assessment of the success of any project, these are the three parameters that any project manager should keep in mind. We have often seen, or have been a part of, projects that started off with a bang but soon descended into chaos. Many times teammates work in their own little bubbles unaware of what the other is doing, creating chances for miscommunication.
Then there are those who live by the credo of “I’ll do my job, and after that, it’s their problem.” In the event of a project going south, fingers are often pointed and blame begins to be assigned willy-nilly. These are but a few danger signs indicating that your project needs to be brought under control.
These are the times when the project manager has to pick up the gauntlet, recognize the flaws, and address them before the project implodes. Here are a few stumbling blocks frequently experienced by project managers, along with suggestions on how to deal with them.
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Overselling and Under-delivering
This is the bane of all organizations, small and new. Project managers unaware or overconfident of their resources and assets often end up promising the client things they can’t deliver on time. This is a potential petri dish of dissent and chaos that can blow the project to smithereens. Smart project managers understand their resources and limitations like they do their own body, and promise accordingly.
Experienced project managers ensure that there is a buffer between the deadline and the actual time required to complete the project. This gives the team time to take care of any glitches that remain before the client lays eyes on the project. Do not promise clients the moon if you know you’re only going to end up on the top of a tree.
Going in with an Over-Ambitious Project Plan
A project manager must always be clued into all the resource tasks and should be constantly on top of the stage the project is at. The catch here is to quickly and accurately assess project information, on demand, and make decisions regarding assigning resources. This becomes a difficult task to accomplish when dealing with multiple projects and resources. When planning for a project, most inexperienced managers feel they have to prove their competency to the client. While this may be true in certain cases, the priority for every project manager should be the successful and timely execution of the project.
The customers’ focus is always on the milestones and the present. When the milestones begin to fall out of grasp the client begins to wonder what surprises will show up next. This also has an adverse effect on the functional estimates of the project. An ambitious schedule may require a team member to perform a job they are inexperienced at, thus changing the functional standards. Also, a tight schedule may require the company to allocate its best assets to the project, which may be unrealistic.
Not Understanding Client Requirements
There is always a price to pay when relying on one’s own interpretation of the requirements rather than consulting with the subject matter experts. This can often lead to misdirection and result in expensive changes at the later stages of the project. Briefs or requirements being passed from one person, or one team, to another should always follow a standardized format.
In case of certain clients, a face-to-face briefing of the requirements, deadlines and other specifics may also be necessary. Making sure that both you and your team understand the requirements of your clients will go a long way in ensuring the success of your project.
Thinking That the Client Is Always Right
While it is necessary to keep the customer happy, they may not always be right. Project managers must be willing to say, “Your decision/idea is wrong.” Customers tend to request massive changes at final stages, or simply change the direction of the project without a thought of its ramifications. These are times when a project manager must put his foot down. The project manager should ensure that the client is well aware of the strength of the team working for him. For example, if only two designers have been assigned to a project, the manager should not agree to a deadline that cannot be met by less than four designers. It would help for the client to know this as well, which in turn may well rein in their otherwise unrealistic demands.
Lacking a System to Track and Approve Changes
The success or failure of a project often relies on the number and extent of changes that take place after it has begun. But more often than not, companies do not have a system in place to track the multiple changes occurring in a project. This often leads to over-engagement of existing resources, affecting the efficiency of other projects, while increasing the overall cost involved.
Put in place a clear process to ensure that the cost, the necessities, and the impact of the overall project are well known before any changes are approved. This will help in keeping a track of the resources spent and the number of hours logged on the project, making the information easily available and the resources accounted for.
Having No Barometer for Success
One of the first and the most important things for a project manager to understand is the client’s definition of success. The requirements of the clients govern the success or failure of a project. Having a firm understanding of these requirements helps a project manager assess whether or not the project is a success. This also gives him the leeway to check in at various stages to ensure things are proceeding as per the requirements.
Despite the best laid plans, projects can go awry if not managed properly. A project manager must always recognize the warning signs and take prompt action. Do not be shy of adopting technology to help you guide through numerous deadlines and meetings that are a staple fare of project management. Online project management tools have been proven to increase performance satisfaction. It takes just the right balance of communication, management, leadership, conflict resolution, and diplomacy to bring a project back on track.
