#cm projects

Best practices of project management are just that — best practices. They aren't guarantees of success or even necessarily measurable actions. Sometimes they don't even apply from project to project within the same industry or company, or with the same customer. You can repeat project management best practices until the cows come home and still end up with a failed project.

Just as there is no omniscient set of best practices, there is no all-inclusive set of reasons why projects fail. That simply isn't possible with the number of project types, industries, customers and stakeholders — along with ever-changing standards and measuring sticks of success and failure. Instead, let’s consider a reasonable list of seven common reasons projects often fail. These aren’t specific to industry or any other constraint, though they might be a bit more applicable to information technology than other segments.

1. Poorly planned budget.  A poorly planned budget will cause problems every time. In fact, you can manage a poorly planned budget well and still have major problems. The problem originated in the planning and you will only recover by making a major adjustment and re-planning effort, thus throwing off everything you (or an account manager) estimated in the process.

Likewise, a budget that is unwatched, never reviewed and re-forecasted or only periodically addressed, can cause a project major issues and lead to utter project financial meltdown. A 10 percent budget overage is far easier to correct than one that runs 50 percent over. If the project manager is reviewing the project budget weekly, then there is no excuse for the budget to ever go beyond the 10 percent mark.

2. Bad or incomplete requirements.  Requirements are the lifeblood of the project. Good, detailed, complete requirements usually help lead to a well-designed, thoroughly tested solution that meets end user expectations. Poor requirements lead to costly re-work or a final solution that misses the mark on end-user needs.

3. Unreasonable project schedule.  Sometimes project managers are subjected to unreasonable project deliverable deadlines due to customer needs or senior management pressure and expectations. If those dates are not re-thought and reset early (during the planning phase) then the project manager, team and project will be behind the eight ball throughout the engagement, likely missing key milestones and deliverable deadlines throughout the project. The end-result is usually project failure.

4. Disengaged project customer.  Project customers are needed for key decision making and information sharing.  But they also have day jobs to attend to. It is the project manager's responsibility to make the customer aware of the need to be available throughout the engagement. Customers who are unavailable for long periods of time can slow projects down, increase the costs, and cause missed deadlines.

5. Team conflict or personnel issues.  The project team that does not act cohesively and is not working well together toward common project goals will likely cause problems with key tasks, deliverable deadlines and overall task accountability. Not to mention, the project manager has enough on his plate and should be able to count on a project team that can act and work together professionally. Replacing key project resources — should it be necessary for the good of the project — can cause major delays and cost implications.

6. Lack of available resources.  Often we are sharing our project resources — both human and technology — with other projects and initiatives. When those resources aren't available at the right time to get key work accomplished in order to meet the next critical project milestone, then the project can be compromised — sometimes beyond repair. Frequently sharing the project schedule and status with key stakeholders can help mitigate that risk, but it doesn’t go away, and the project manager and team need to be aware of that risk at all times throughout the engagement.

Consistent methodology. The bane of many organizations is when departments and groups develop home-grown ways of completing projects. Some processes may work beautifully, some may work terribly; the point is that none are consistent with each other or across the organization. You need a common project management methodology. A PMO allows everyone in the company to speak the same language and follow consistent processes.

Economies of scale. It’s not uncommon for a company to have a half dozen or so timesheet or project management applications within a company, each with its own financial cost for implementation and training personnel. A PMO implements affordable and sustainable enterprise-wide solutions.

Objective opinions. Departments running their own projects can sometimes be compared to a fox watching a henhouse. Project sponsors may be looking for the current status of a project, but a departmental project manager may stretch the truth just a bit so that their department is viewed in a favorable light. A PMO provides an unbiased and objective opinion regarding the status of a project. This is invaluable to project stakeholders and executives.

Perpetual improvement. A PMO is always on the lookout for new and better ways to get things done. They have the benefit of aggregating lessons learned from previous projects and the missive of implementing those best practices across the organization. Additionally, there are countless opportunities for project managers to continue their education and bring newfound knowledge back to their companies.

Transcends departments. “Why can’t we all just get along?” is a common refrain in many companies. One department may go head to head with another department over unrealistic demands or unreasonable timelines. A PMO can mediate their heated conversations and keep everyone focused on the bigger picture. Members of the PMO can facilitate sessions between departments for the purpose of identifying root cause and coming up with alternatives.

Reduces cost. All of the benefits of a PMO as described above are realized at the bottom line. As unnecessary tangible expenses are uncovered, such as paying for multiple versions of the same software, they are removed from the income statement. Real savings derived from resources being able to do their work faster will appear as net income. The value of everyone getting along better? Priceless!

1. Give the team a common purpose

The first step is to set the direction for the project with a Project Charter. This document describes the scope of the project, the goals to be met and the timeframes for delivery. Each team member must understand the purpose of the project and how their work helps achieve success. Then you can ensure that everyone is on the same page. Remember, collaboration is all about bringing individuals together to form a team. By giving them a common direction, you're already on the right track.

2. Pair them up

When you create your schedule, purposely assign multiple people to the same tasks where appropriate, pairing them up to work together. That way, your team are forced to work together on common tasks, helping them to overcome any previous boundaries or communication difficulties. Make sure people only do work that is in the schedule, so you can stay within scope. You need to create "one boat, one team, all rowing in the same direction."

3. Give them the right tools

Make it easy for your team to work together by giving them a tool set that allows them to:

Store all their files online in one place.

Discuss project tasks, issues and time frames.

Message one-another when they need to see each other's activity so they know what's happening

View tasks, calendars and plans online

Technology today can enable collaboration. Use it wisely.

4. Promote collaboration

Keeping Track of Great Ideas

Brainstorming sessions are often informal and undocumented, with perhaps a few written or typed notes to look over later. Once you’ve implemented your notes into a creative mock-up, what happens to them? If they typically wind up in the wastebasket, stop now. These notes can help you keep track of other great ideas that sprang up during the session, which you may want to use in the course of your current work or for future projects..

Even if you don’t apply any of the ideas you came up with while brainstorming, taking and saving detailed notes can help you explain your thought process behind the campaign when you finally make your big pitch to the client. You’ll be more prepared, more informed, and more of an authority on your project than ever before.

More Effective Collaboration

There are many factors that go into effective collaboration, not the least of which is the team’s ability to stay on the same page. If you document your conversations with each member of your team, you’ll be more able to gauge where everyone is in the creative process and bring each person’s unique opinions and perspectives to the table at the same time. A paper trail will prevent projects or tasks from falling through the cracks, and it will keep your team on target through project completion.

Building Trust

This is a must-have in any creative industry; if your clients don’t trust you, they won’t come back. Tomaintain their trust, you must be an effective communicator. However, with several clients on your docket and a heavy workload, it’s easy to get details mixed up.

By documenting your interactions with your clients, you’ll be more able to remember even the smallest of their requests, whether they’d like you to tweak one tiny point on their upcoming campaign or they’ve mentioned a passing interest in another of your services. If you’re able to recall the finest details of your conversations with your clients, they’ll be more likely to trust you with their business, leading to improved profits.

Project Audits conclude with detailed recommendations and actions required to get the program back on-track. Implementation of the recommendations often requires on-going support for the management of the program until a program manager can comfortably take over the program. It is critical that the program be owned by the organization and not an external consulting firm who conducted the audit.

The Program Manager of the audited project will also probably require continued project coaching and project management training to continue with the on-going management of the program. The key areas that are required to ensure success in implementing the recommendations from a project audit include the following eight actions.

1. Develop the Program and Project Teams

It is important to spend time to correctly form the program and project teams. This increases the likelihood that the team dynamics will be well-managed, issues of conflict will be understood and resolved quickly and that the team will be able to quickly get on to the task of managing this program. The team development process includes:

Defining and agreeing the program and project team roles.

Agreeing on the core program and extended project team member responsibilities.

Documenting the roles and responsibilities to ensure that all team members understand their role and what is expected of them to ensure program success.

Creating a set of operating rules to ensure all meetings are well managed.

2. Define the roles and responsibilities for vendors, suppliers and contractors/partners

To do this:

Define all partner roles and responsibilities

Define how meetings between the partners and the program team will be managed

Determine the partner’s involvement in the development of the project scope

Agree on how they will input into the project plan

3. Develop the Scope Statement

The Program Scope Statement is the most important document produced by the program team. It provides a documented basis upon which all future program decisions will be made. As well, it confirms and clarifies a common understanding of project scope among all stakeholders. It forms the basis for an agreement between the program team, the customers, the program director and the steering committee by identifying both the program deliverables and the major milestones. The Scope Statement identifies the criteria used to determine if the program is completed successfully.

It is important that the entire program team develop the Scope Statement because this ensures their understanding and commitment to the program. The process includes defining the:

Program goal

Strategic alignment of the program

Program deliverables

In and Out of Scope elements

Program assumptions

Program constraints including deadline and other dates as well as budget

High level risk assessment

Stakeholder analysis

Communication plan

Project structure

4. Develop the Program and Project Plans

The core program team will develop the Program Plan. Each core team member should work with their project team to further define the detail required to ensure success in the execution of their portion of the work to be completed.

The program and project plans should include: a detail of the tasks to be done, their durations, their dependencies and their costs. It should also identify project milestones and include the resources required to execute the work. This will go a long way to obtaining commitment from resources towards a successful program.

5. Conduct a Risk Assessment

The management of project risks deals with uncertainties throughout the program. This requires a structured approach that should be documented in a risk management plan. Risk management aims to minimize the impact of potential negative events and to take full advantage of the opportunities for improvement.

An in-depth risk assessment should be completed soon after the audit report and then, on a continuous basis to ensure risk is no longer a concern to the successful completion of this program. This will provide the program team with a list of what to do to reduce risk likelihood as well as a mitigation plan to manage risks, should they occur.

6. Develop a Program Change Management Process

Develop a program change management process and put it into place so that all changes to the agreed-upon program scope are documented and approved prior to implementation. This will provide control over the type and number of changes to the program. The program change management process will:

Determine the types of changes that will be permitted on the program.

Create a process to be used for requesting a change to the program.

Develop a change request process including a change request document and change logs.

Develop a process for reviewing change requests.

Review the process to approve/reject the change.

Agree on a process which will ensure all approved change requests will be added to the program plan.

7. Develop regular Communication, Reporting and Tracking

Develop a communication and reporting process to meet the requirements of the Steering Committee, Executive Sponsor and other key stakeholders.

Determine the frequency and content expectations of the reports.

Develop the reporting formats that meet the identified requirements.

Create weekly program team meetings and process.

Establish weekly project team meetings and process.

Develop a communication and reporting process to meet the requirements of the Steering Committee, Executive Sponsor and other key stakeholders.

Identify other reporting and communication requirements to ensure all stakeholders are continuously up-to-date on program progress.

8. Provide On-Going Project Coaching to the Program Manager

The Program Manager of the audited project will also probably require continued coaching and training to continue with the on-going management of the program. On-going coaching and mentoring provides a forum for the program manager and others to confidentially address questions of concern or challenges in continuing to move forward on the program. It should include regular reviews of program documents and communications. Conduct the coaching through vehicles such as: email, voice and/or on-site. On-going coaching will provide an opportunity to:

Address any issue, concern and/or challenge that the program manager may be encountering in the management of the program scope and plan.

Identify and help manage situations where resource constraints are impacting program success.

Manage situations where differing customer expectations are creating difficulty implementing the program plan.

Respond to queries regarding various situations when managing the program.

Address risk issues which are impacting program success.

Conclusion