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Problem faced by an Engineering Project Manager

Problem #1: Project cant begin on time.

Project managers are given the assignment but its added to an already challenging slateof projects. Yet, they are expected to complete the project on schedule.

Solution:Its important to begin the project, even if it is only assembling the team andbreaking the task down into individual assignments. Project managers need to reevaluate

the list of projects, look at those tasks on which they are taking time and reconsider theirpriorities. If project managers are still concerned, they should determine if either the

project or other work should be reassigned to ensure the projects completion on time.

Problem #2: Project has vague requirements.

For every step taken, the project takes four steps backward. The project began withnebulous objectives and milestones.

Solution: The project scope must be narrowed enough at the outset to provide a clear

path to the end. Before moving forward, project managers should establish reasonably

stable metrics. But even when this is done, in virtually all projects, there will be somedegree of readjusting priorities while learning the requirements. This problem can be

handled easily with the many project-management tools on the market. These tools

combine numerous variables to provide realistic projections, even at the early criticaldecision-making junctures before requirements are firm.

Problem #3: Project managers cant stay within project parameters.

The project grows in scope as team members work and as more tasks are assigned.

Solution:If project managers believe in some balance between work and life, putting inlonger work hours isnt the answer. Because a project coordinates the undertaking of somany interrelated activities, project managers should learn to question each new element

of the project.

Ask management how additional projects or features relate to corporate strategy and howthey impact current objectives. If project managers must add another step to the project,then they should also consider procuring additional resources to help accomplish the new

tasks. Finally, project managers should establish a new deadline, adjust project plans,

reschedule work and continue to monitor progress toward desired goals. If projectmanagers stick to these steps, they are more likely to achieve control of the project, stay

within project parameters and achieve desired results.

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Problem #4: Lack of Strategic Alignment.

Theres only one thing more important than doing projects right and thats doing the right

project. An all too common reason for IT projects being cancelled is because they nevershould have been started; that is, there is no auditable mapping between the project

objectives and the business objectives of the organization.

Solution: Ensure that each project charter contains and explains the rationale for

undertaking a project in the context of the current business drivers of the organization.This rationale should include the measurable benefits that will result in the advancement

of the business objectives.

Problem #5: Stakeholder Management.

Effective stakeholder management requires the identification of individuals who areaffected by and/or can affect the successful outcome of a project, especially those who

are of a less than positive disposition toward the project objectives. All stakeholdersrequire attentive management to minimize obstacles of this type.

Solution: Create a truly collaborative work environment where visibility of the workinvolved in the project and the change which is likely to occur as a result of the project

can be analyzed, and discussed by interested and affected parties. This ensures minimal

uncertainty and the wherewithal to keep all interests "on board." Ownership of risk

identification, planning, management and tracking must also be taken, to then bepublished to the appropriate stakeholders.

Problem #6: Communication breakdowns cause unclear project goals

and objectives.

Management may rethink its goals for a project, not communicate them well and expectthe team to adapt accordingly.

Solution: Working without an up-to-date, well-stated purpose can blur project focus and

demotivate the group. Highlight, record and track enterprise-level and project-levelobjectives, and communicate them in an understandable manner. Always begin with

documented criteria for measuring success. Require the project sponsor to define a

measurable end result. Not only will this increase the chances for project success, it also

will aid in project scope management. To avoid communication breakdowns, project

managers also should facilitate good communication conflict resolution, coordinationand empowerment.

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Problem #10: Fear about not sticking to the tried-and-true.

Team members are unable to think outside the box because team members feel unsafe.

Solution:No two variables are more influential to an innovative environment and flow ofnew ideas than creativity and risk-taking. It is important to create an environment wheremistakes can occur. Often, its a cultural issue sometimes one that extends beyond the

team. But organizations that play it safe for too long become stale. Organizations that

encourage some risk taking get creative results. The ability to think creatively inspiresteams and encourages team members to embrace the objectives of the project an

integral component of team building. Not everything will fly but those ideas that work

will keep the company competitive. Its this message that the team leader needs to send tothe projects participants.