Deepesh RammoorthyICT Project Manager ( PMP®AgilePM®Certified ScrumMaster® (CSM®))| Australian Red Cross Blood ServiceTarneit, Vic, Australia
If you work for an organization that runs its own projects internally , you are almost, always faced with a limited pool of Subject Matter Experts or Technical resources.
Even though you may acquire funds to go externally source some of the resources like Developers or Testers , there is still a bare minimum requirement for you to have your own Business Analyst and Solution Architect. These are the resources that are forever busy on other conflicting projects Saving Changes...
The biggest problem that the Company and the Project Manager has in the execution of project is under the compelling circumstances when they are prevented/obstructed from performing their contractual performance obligations in a timely and methodical manner consequent to unsatisfactory identification,planning,providing,managing and mitigation of project risk by the respective stakeholders . Saving Changes...
Manish BhadauriaProject Manager| Cignex Datamatics Pvt. LtdNew Delhi, Delhi, India
I think Project Initiation is the best opportunity to have control over the project, through out the life cycle. If that happens in a great way then rest of the project can be handled with less hurdles (You can never remove challenges from project, that's the source of our job). This is time when we can understand and set expectation for every stakeholders and defined rules of the game for rest of the project cycle and then practice to follow those rules.
I understand It is easier to say than act, but that's where experience come into picture.
Kindly suggest. Saving Changes...
Ruth PearceAttorney, Author, and Coach | Guardian Ad Litem in North Carolina| A Lever Long Enough (ALLE LLC)Durham, Nc, United States
The more I think about this question I think alignment of projects and programs to the overall organizational strategy is potentially a big problem.
Without good alignment, we see the following problems:
Stakeholders don't understand the importance of the project
Team members don't understand the priority of the project
Resource managers cannot properly prioritize against other work to which their resources are assigned
True business benefit of the project is not identified and therefore measurement of the project success is ineffective
Financing decisions for the project are not aligned with business priorities
Stakeholders don't lend their support to the most important projects
Time and money are spent on the wrong things
It takes too long to realize that a project should be changed or canceled
There is no clear vision of what the "new world" (post project completion) should or will look like
Other parts of the organization (marketing, PR, training etc) are not motivated to get behind the project and properly prepare for its impact.
When there is clear alignment of projects to organizational strategy, so many decisions become easier for all involved. Saving Changes...
Morne BeeslaarManaging Director| Faolan ConsultingPretoria, South Africa
Integration - across the project as well as business and alignment of expectations in my experience is where the most issues arise.
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1 reply by Eduin Fernando Valdes Alvarado
Jul 19, 2017 9:11 AM
Eduin Fernando Valdes Alvarado
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Thanks
Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Familiarity. Leading up the initiation of a big project there could be many weeks, or even months of discussions and negotiations. During this time you might befriend some customer stakeholders. While good relationships are important for a successful project they remain the CUSTOMER and NOT your FRIEND! Thinking that you can miss deadlines or take short cuts because you and Johnny became friends is a big mistake. Business is business and banking on friendships can cost you the success of the project and possibly your career.
The one phrase I have heard at the start of every single complex project that have failed is 'don't worry, they are very flexible, not like [insert previous customer]'. We are all flexible when we start out.
Familiarity. Leading up the initiation of a big project there could be many weeks, or even months of discussions and negotiations. During this time you might befriend some customer stakeholders. While good relationships are important for a successful project they remain the CUSTOMER and NOT your FRIEND! Thinking that you can miss deadlines or take short cuts because you and Johnny became friends is a big mistake. Business is business and banking on friendships can cost you the success of the project and possibly your career.
The one phrase I have heard at the start of every single complex project that have failed is 'don't worry, they are very flexible, not like [insert previous customer]'. We are all flexible when we start out.
