Problem faced by an Engineering Project Manager

Problem #1: Project can’t begin on time.

Project managers are given the assignment but it’s added to an already challenging slate
of projects. Yet, they are expected to complete the project on schedule.

Solution: It’s important to begin the project, even if it is only assembling the team and
breaking 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 their
priorities. If project managers are still concerned, they should determine if either the
project or other work should be reassigned to ensure the project’s completion on time.

Problem #2: Project has vague requirements.

For every step taken, the project takes four steps backward. The project began with
nebulous 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 some
degree 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 critical
decision-making junctures — before requirements are firm.

Problem #3: Project managers can’t 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 in
longer work hours isn’t the answer. Because a project coordinates the undertaking of so
many 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 how
they 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 project
managers stick to these steps, they are more likely to achieve control of the project, stay
within project parameters and achieve desired results.
Problem #4: Lack of Strategic Alignment.

There’s only one thing more important than doing projects right and that’s doing the right
project. An all too common reason for IT projects being cancelled is because they never
should 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 are

affected 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 stakeholders
require attentive management to minimize obstacles of this type.

Solution: Create a truly collaborative work environment where visibility of the work
involved 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 be
published 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 expect
the 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-level
objectives, 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, coordination
and empowerment.
Problem #7: Staff gaps develop.

The team has one individual critical to the team’s success. Suddenly that person
announces he or she can’t continue on the project. The person’s loss to the team could
jeopardize its success.

Solution: Project managers identify key people at the start of the project and design
workflow so that others in the team may be cross-trained to fill these roles should
vacancies occur for whatever reason. Backup these key people through the work so there
will be someone remaining who is familiar with the project should one of these key
people leave the group or get reassigned.

Problem #8: Project managers ignore approaching disaster.

Management determines a plan and it is politically unwise either to say or show the
objective is unachievable.

Solution: No project is perfect. Problems occur because of inaccurate milestone

predictions, budget allocations, schedule delays, new technology demands, additional
requirements unanticipated during initial planning and changes in project mission.
Management hates surprises and any of these situations can cause disaster during the life
of a project. The key to avoiding the "impending doom" scenario is to track the project
process carefully and provide management more frequent status reports. With available
project analysis tools on the market, project managers can predict more objective analysis
of the problem to present to management. Once project managers have composed a plan,
review it weekly, if not nightly, against the team’s actual performance. Use schedules and
budgets as tools. Day-to-day changes in deadlines, expenditures and revenues cannot be
ignored. With regular and timely assessment, it is possible to reflect this constantly
changing reality and to keep management regularly informed.

Problem #9: Project teams skip test phase.

The number one problem in the development lifecycle is that project teams spend too
much time designing and not enough time testing.

Solution: Project management should detail the strategic business objectives and the
process to achieve them budgeting in ample time for testing, testing and retesting. This
phase is often the first phase to go due to time and budget constraints. Project managers
should note that if their teams spend all of their time designing and no time testing, the
project is highly likely to fail in the end. Project managers need to have the foresight that
when the project goes live, problems will cost more. The success of the project depends
on testing throughout the project lifecycle. The process of delivering successful projects,
in the end, will prove more worthwhile than management thought.
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 of
new ideas than creativity and risk-taking. It is important to create an environment where
mistakes can occur. Often, it’s 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 inspires
teams 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. It’s this message that the team leader needs to send to
the project’s participants.