The word project comes from the Latin word projectum from the Latin verb proicere, "to

throw something forward" which in turn comes from pro-, which denotes something that precedes the action of the next part of the word in time and iacere, "to throw". The word "project" thus actually originally meant "something that comes before anything else happens". When the English language initially adopted the word, it referred to a plan of something, not to the act of actually carrying this plan out. Something performed in accordance with a project became known as an "object. A project starts with the identification of a challenging problem or an opportunity and the decision to do something about it. The word challenging as used here means that in order to solve the problem or make use of the opportunity, substantial inputs of various kinds will be needed and will have to be managed in such a way so as to produce the required results. The term project is not used for any work, however demanding and serious, that is of a routine nature. A project is a failure when its product is unsuccessful in providing value to all the parties. From the customers standpoint, the product the project is building provides the value, from the suppliers side, it is most likely the revenue. If a projects supposed to deliver in a certain date, no sooner and no later, finishing early will have as negative a result as being late. To ignore an issue and let continue unabated will result in failure. As long as change request account for any changes in schedule and budget, the ability to accept numerous requests, even if they significantly alter the projects scope, indicates a healthy change management process . Numerous changes may, however, be a death knell for the customers project. Too many changes drive up costs and delay the project, even if these attributes were incorrect from the beginning.

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Problems of a project in Bangladesh:

We often encounter problems on a project, and sometimes even the best of project management practices isnt able to avoid them. But we know there are also those other problems on a project that should never have arisen in the first place. Sometimes it comes down to the way the project is managed, and the skills and experience of the project manager, as to the kinds of problems you encounter, and whether they are the avoidable or non-avoidable type. But there are other times when problems can be avoided by simply using the right kind of project management tools for the job. The problems of a project are discussed the following 4 order in many countries Pre-Project Problems Resource Fetters Implementation Problems Post Implementation Problems

But in case of Bangladesh project managers discussed the problems of project in the following way

Unclear project goals and objectives

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

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facilitate good communication empowerment

conflict resolution, coordination and

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 never should have been started; that is, there is no auditable mapping between the project objectives and the business objectives of the organization.

Spent too much time to solve problems

There are bound to be a few bugs here and there, but this is a classic problem caused by focusing too much on production, and not enough on testing. If this continually becomes an issue, then there are two possible solutions. First, schedule in more time to test your projects from the start. Double your typical testing time if needed. Yes, it will stretch your schedule further, but in the long run, it will save you from the countless little problems that prevent your days from being productive. Second, if your ongoing issues are a result of clients constantly wanting you to tweak something here and there, then you need to be clearer about what you do and dont provide with your services. When you set guidelines with a client at the beginning of a project, you need to state very clearly that your work ends after the final product is created and handed off. This can be avoided by outlining boundaries at the beginning of a project that explicitly state that additional service after delivery will cost extra.

Try to Manage Every Project the Same Way

There has never been a project that has the same circumstance, requirements, and needs as another project. Situations, people, and goals change over time. Instead of squeezing every project into the same template, spend some time crafting milestones specific to the needs of each project. Every job requires specific
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milestones that meet the schedules of all parties involved. Resist using the standard "2 weeks until X" type of thinking. To put it simply, your schedule changes all the time, right? That means the way you plan your projects needs to change as well.

Too many chefs spoil the project

One person wants it done by Wednesday, one says make it Tuesday; another wants you to use Microsoft Project, while another hates that program. It's important to establish from the start who is in a position of authority and who is not and figure out where you come in. If you have to answer to nine people, you'll have a project going in nine directions and none of them will be toward the goal.

Nobody speaks to one another

Sure, there are plenty of documents, reports, and even e-mails, but poor or no communication between people is generally not a good sign. As far as things have progressed technologically, when projects that rely on people have no communication, they generally lose both enthusiasm and the element of creative thinking and planning that comes from such interaction among team members.

Delay to start
Some projects are constantly delayed. Something is always slowing them down, whether it's funding, permits, inspections, lack of resources, or simply low priority due to other, more demanding projects. This is not generally a good sign. Try to get a firm start date. The longer you delay, the less likely the project will succeed.

Client Gives Vague, Ever-changing Requirements

Fickle clients can be a huge hassle. If a client doesnt know what they want until a certain stage is complete, then schedule those decision points into the project as milestones. It is important to have a clear path mapped out from start to finish
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because it forces the client to be specific with their requirements, as well as keeping the project on track. Be clear at the outset about what your task is going to be on the project and how much leeway is available. If you will need to be compensated for big revisions or changes in direction, then set a clear outline about the number of adjustments you can make before you need to charge more. If you can, quantify these adjustments with a number; it makes it much easier to keep track of things.

Slip from the Primary Goal

If there have been so many changes to the project in terms of resources, planning, and primary objectives that you're no longer sure what the goal of the project is, you're in big trouble. After all, how will you know when you've reached the goal if you don't know what it is? Make sure all of the changes fit in with your primary plan and your initial project goal. Don't let changes occur faster than you can comfortably process them into the plan, or things can go spiraling out of control.

Trying to Do Several Things at Once

The fourth problem in project management is trying to do several things at once, and you ending up doing nothing well. You either take on too much at a time, including too many responsibilities yourself, or you assign too many responsibilities to other people. In either case, various parts of the project fall through the cracks and sometimes all the effort is lost. Do things one at a time, and do each thing well before moving to the next task.

Rushing at the End

Another problem in project is when the project team ends up rushing at the end. When you rush to complete a project, because you have run out of time or money, you almost invariably make mistakes and do poor quality work that you have to go back and correct later. It actually takes less time to finish a project correctly if you work at it slowly and steadily and do it properly in the first place.
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Jumping Human Resource

Too many people dropping off the team means the incentives are not keeping them on board, they do not have a vested interest in the team, or they have no enthusiasm for the project. Losing a member or two along the way is not uncommon and shouldn't be a major problem, unless it's that one expert you really need. However, if you are losing people left and right, it's time to up the payoff, boost morale, or find out why so many are jumping ship.

Solutions of a project in Bangladesh:

For each title, The Solutions Project will develop a "Solutions for Managers" initiative to reach out to local, national and global managers, so that they become aware of the solutions to the problems they face, and are encouraged to implement them. The Project will work with members and partners to promote the solutions featured to government, business and community leaders, and encourage them to adopt similar legislation and practices. The most probable solutions of a project given as follows

Try to stay within project parameters

The project grows in scope as team members work and as more tasks are assigned. If project managers believe in some balance between work and life, putting in longer work hours isnt 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
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these steps, they are more likely to achieve control of the project, stay within project parameters and achieve desired results.

Start Project on time

Its 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 projects completion on time.

Buildup strong strategic alignment

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.

Maintain collaborative work environment

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.

Develop a strong communication network

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
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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.

Develop staff gaps

The team has one individual critical to the teams success. Suddenly that person announces he or she cant continue on the project. The persons loss to the team could jeopardize its success. 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.

Innovate safe environment for sharing idea

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, 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 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. Its this message that the team leader needs to send to the projects participants. Today, project management is used globally by multi-billion-dollar corporations, governments and small nonprofit organizations alike. There are myriad ways to fail. There are only a very few ways to succeed. The factors of successful project management have been documented for years they merely need greater attention. Project management leadership is a highly sought-after skill, as global competition demands that new projects small and large be completed on time
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and within budget. As new and re-engineered enterprises emerge in the 21st century, it will be the project management professionals who will play an integral role in the ultimate success of their implementation

Dont skip project test phase

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.
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Identify clear requirements to start a project

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.

Try to predict future disaster

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
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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 teams 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.

At the end we can say that success of projects depends on careful handling and overcoming all of above mentioned problems. The problems which are faced to implement a project are not created by one party or not by short time. So these problems cannot be solved by the short time or not by the manager only. To solve these problems all of the parties related to the project should follow the above solutions and should take long term plan.

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