1. The business abdicates responsibility and does not buy into the project, which results in internal conflict.
All projects coordinate to a business strategy. All projects are purposed for results. All projects change the existing way the business is to work. These aspects will provide faster, more efficient and definitely make life easier for the end user; provided they are correctly carried out and for their acceptance criteria all stakeholders have been consulted. Remember, the scope statement includes milestones, objectives, requirements, thresholds, and acceptance criteria; all of which requires stakeholders to partake and add their significant share.
2. There are multiple and conflicting goals which impact on the project.
It is acceptable to have positive conflict; agreeing to disagree yet continuing to work together and on the project for its interests, is magnificent. Something has not been defined accurately and not accepted by the stakeholders when there are continued conflicts. The conflicting goals highlight the areas that expect correction. Formalize the ‘”define, design and develop’’ goals. Workshop the conflicting areas with all important stakeholders and agree the changes.
3. The initial time frames and estimates are wrong and impractical.
Frequently the sales team has manipulated the estimates and time frames to make sure that the contract for the project was agreed, accepted and signed. Can you amend these constraints? Yes and No. On the project owner’s decision it will be dependent. They will do so, if they have the capacity. In most instances, you will be required to commence the project and whilst delivering the project, phase by phase, stage by stage, establish the correct measures and present them to the project owner.
4. The business is not ready for the change.
“…any alteration of activities in an organization” is how Smith and du Plessis (1994:107) explain change. Kiernan (1997:81), states that most people find very rapid or unpredictable change uncomfortable, frightening and upsetting. According to Robbins and Finley (1997:38), outline the importance of involving people early in the change process. Cockman, Evans and Reynolds (1999:59), state that people all differ and therefore, react differently to change.
In respect of the following shows the differences:
- personalities;
- skills;
- ability;
- aspirations; and
- feelings / emotions (especially about change).
The ones that should have the opportunity to comment or give input to the change are the people that will be impacted by the change. How successfully the change is implemented will be established by the communication and training effort during the change. It is important in ensuring the successful performance of the change, understanding and dealing with these differences Due to lack of acceptance by the organization, projects fail most of often.
5. The execution of the project results in chaos.
It is essential the way in which you render the project. Always consider the policies and procedures of the company, the governances that are to be upheld, the protocol’s aiding the correct interactions and the culture and environment the project is to be deployed in. Furthermore, your project approach be required to include all these aspects and they must be conveyed to all stakeholders. Facing any organization implementing projects, is the correctness to coordinate people, culture and processes is the biggest challenge today.
In order to manage and control the people challenge, project goals and objectives must be well defined. Through milestones and clearly defined deliverables these projects goals and objectives are generated. Over and on top of this, successful project management requires the following infrastructure fundamentals:
- basic people management skills;
- established processes for organisational planning;
- communication skills and channels;
- management tools; and
- coâ€operation, teamwork.
Wishing you the best in your projects
Project Management Club – Lead Don’t Follow
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