Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
English is not my native language. Issue is defined as "a subject or problem". And your list are not issues or must not be taken as issues (in my opinion, obviously). Nothing in project management discipline is an issue or problem as defined inside the discipline. If you take the PMI way what you will have (as you know) is a list of knowledge areas, process and techniques that, according to the PMI, could make better the chances of success. It does means that if you take the PMBOK and you agree with that you will have inside a check list where you can define all related to project management and you can find all related that could jeopardize the execution as you defined it. Those are the risks. And risk could becomes issues.
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1 reply by Dr Justin G Mamen
Jan 22, 2017 11:32 AM
Dr Justin G Mamen
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Gracias..Mr.Sergio Luis Conte,Once a risk occurs, it becomes an issue...
One of the biggest problems project managers run into is in communication.Sometimes team members do not communicate well with one another.The second biggest problem facing PMs today is managing project scope.Too frequently scope is a reason that a project fails...
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1 reply by Chandrashekhar Thatte
Feb 08, 2017 6:29 AM
Chandrashekhar Thatte
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Effective and to the point Communication is the backbone or central pillar of the Project management.All the stakeholders should exercise their will and use soft /interpersonal skills in a collaborative manner and spirit to address issues they are confronted with in an effort to find an amicable and just resolution.Most of the other issues can be dealt with under contract provision but the major concern is to discharge/deliver each party's primary obligation hinged on the principle of reciprocal promises i.e.timely performance and Payment by Contractor and Client respectively.Hope this helps !
English is not my native language. Issue is defined as "a subject or problem". And your list are not issues or must not be taken as issues (in my opinion, obviously). Nothing in project management discipline is an issue or problem as defined inside the discipline. If you take the PMI way what you will have (as you know) is a list of knowledge areas, process and techniques that, according to the PMI, could make better the chances of success. It does means that if you take the PMBOK and you agree with that you will have inside a check list where you can define all related to project management and you can find all related that could jeopardize the execution as you defined it. Those are the risks. And risk could becomes issues.
Gracias..Mr.Sergio Luis Conte,Once a risk occurs, it becomes an issue... Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Justin,
I definitely agree with Sergio and at the same time, I agree with you that communication is a major issue these days and to be specific I mean: Effective Communication. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Your post is very interesting so I am here again. What is the definition of problem? A difference between the perceived reality and the desired reality. In the gap, you have the problem. So, you can work on the perception or you can work on the desire or you can work on the gap to find the solution. What I tried to point out is: there is no problem with project management. There is a solution to deliver and thanks project management the organization has a good chance to deliver the solution as defined. Everything we do in project management is not a problem. Everything we do is to assure to the organization that we stay in control of all related to create the solution as defined to enhace the probability to achieve that. Communication is an issue? Not at all. But risk and issues related to communication could arrive when we run the project communication plan. And the same for all related to project management. When you are assigned to a project the only thing you can assure by 100% is: changes will arrive. Nothing more than that. Obviously that is my personal opinion, not more than that. Saving Changes...
I would say, has other that communication is a major source of problems , we have difficulty doing effective communication Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
That is a notable distinction by Rami - Effective Communication. Also, as Sergio pointed out, there are risks that may or may not become issues.
While we speak around communication, I'd add Stakeholder Management, and transparency in and around the project, and project activities. Additionally, why not also add status reporting, scope management (Justin mentioned above), and change management. Saving Changes...
AKSHAY JAINPlanning Group Leader| YOKOGAWA, BahrainGwalior, Mp, India
Issues or problems are deferent in different projects, they are always subject to which domain you are executing a project and which place you are executing a project. For example if you are executing a construction project budget may be a issue in one country and government liaising with government may issue in other country. If you are executing an engineering or IT project competent resources may be an issue or for an R&D project schedule may be an issue. Saving Changes...
There are no set issues or problems. They vary based on project, organization and industry. Typically - communication, reorganization, leadership change, inaccurate data & reports, misreporting by resources, etc. Saving Changes...
Darren KosaPlanning & Controls ContractorHampshire, United Kingdom
Hi Justin,
I would say the big issues or problems today are the same as they were yesterday, the day before that and the day before that… we just don’t seem to be very good at addressing them on the whole.
Take your pick from the following.
- Scope volatility - Unclear goals or objectives - Vague requirements - Ineffective communication - Poor or inadequate leadership - Prevailing corporate blame cultures - Unrealistic or underestimated timescales - Poorly defined roles, responsibilities, and escalation paths - Lack of sponsorship or executive buy-in - Lack of qualified resources - Demotivated teams - Failure to manage clients - No end user involvement - Insufficient testing - No risk management - Excessive meeting or reporting demands
"In Italy for thirty years under the Borgias they had warfare, terror, murder, bloodshed - but they produced Michelangelo, Leonardo da Vinci, and the Renaissance. In Switzerland they had brotherly love, 500 years of democracy and peace, and what did that produce? The cuckoo clock."
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