KahleRumsey948

There is no worse individual to be than the project manager at the finish of a failed project. As an IT project manager, I have seasoned that feeling and I can inform you it is not nice. IT projects are specifically challenging to manage. In truth there truly are not any IT projects, just projects that have components of IT in them.

The difficulty with these projects is that usually you are carrying out one thing that hasn't been carried out before, is unproven or cutting edge. Buyers anticipate a excellent outcome not excuses, even even though these projects are regularly a journey into the unknown. If we take the construction sector, developing a new bridge for instance, we have been creating bridges for hundreds of years and know how to do it. We understand how issues are going to take place, in what order and the expected result. This is hardly ever the case with IT projects.

Avoiding the common pitfalls of IT project management is not rocket science, it is merely a case of taking some sensible measures. Identified right here are five killer errors of project management:

Who Owns the Project?

The Mistake:

The nature of projects is alter and alter often encounters resistance. Folks don't like modify so they want to know it is needed and what advantages it will bring. In order for a project to provide modify it demands the backing of senior management. Without it the project will proceed extremely gradually. The sponsor (senior management) is the person that drives the adjust forward and the project is the mechanism for change. A project without assistance from senior management will struggle.

The Remedy:

Make confident you have the top down backing from senior management. There should be direct communication from the sponsor to the stakeholders. The message need to be, "we are significant, this point is going to take place so you are either with us or you are not" and beware these that are not.

Be careful as project manager to make sure the sponsor does not take the project over and turn out to be the de-facto project manager.

Acquiring Users Involved

The Mistake:

Lack of user input and involvement is the recipe for a poor project. This can either be simply because of the "we know what you want" mentality from the IT division or lack of interest from the client. Either way it must be avoided.

The Answer:

The IT department must take time to recognize the consumers requirements ahead of proposing any technical solution. Typically IT is blinded by the newest, newest factor available and try to shoehorn the specifications into it. On the other hand, clients should devote the time and work needed to make certain a successful project by interacting with the IT department and creating sure all needs have been totally defined. Make sure you have spoken to all stakeholders to gathered their specifications and that they continue to operate with you for the duration of the project.

Stopping Scope Creep

The Mistake:

Scope creep is the lead to of a lot more project failures than something else. Not understanding precisely what a project is aiming to deliver or setting off in a match of enthusiasm but tiny else, is a recipe for failure.

The Remedy:

Guarantee that the company case, specifications and scope are clearly defined and documented. Make certain the stakeholders recognize them and sign them off. Stick rigidly to the scope and if alterations are necessary then place them via a change management process where they are documented, justified and then agreed.

Managing Expectations

The Error:

Frequently there is an expectation that IT is like a magic wand you wave and abruptly a miracle happens. During a technology project expectations can inflate to a ridiculous degree. It is the role of the project manager to manage expectations to a sensible level.

The Answer:

1 way to stay away from this is to break a project into smaller sized pieces or phases. I equate this to a sausage machine, exactly where you feed in the raw material at one particular finish and out it comes as modest, completely formed, packages or sausages at the other finish. The exact same can take place with IT projects exactly where you take small packages of needs and push them through the machine, generating numerous deliverables more than the life of a project. This way you manage expectations by making frequent deliveries to demonstrate what the technologies can genuinely deliver. This strategy ensures the project delivers to the clients expectations by giving them early visibility of what you are creating.

Understanding the Lingo

The Error:

Have you ever stood next to a group of IT pros and wondered what on earth they were talking about. It is like a whole new language and to non-IT folks it typically is. The pitfall comes when the client and IT feel they are speaking the very same language when in truth they are not. This leads to a problem when the IT division delivers what they understood the client wanted and it turns out to be some thing various.

The Answer:

Communication issues are the hardest to resolve as usually it is only hunting back that the issue is identified. Typical communication and a close working relationship with the buyer will assist. What you really need to have is a individual with a foot in each camps. A person who understands the business and the IT equally properly. If you can identify this individual make certain you maintain hold of them, they are hugely valuable. If you are unable to discover this individual, the subsequent best selection is to have two individuals, 1 from the company and one from IT. By functioning closely collectively and sharing data they can minimise any communication troubles.

Ultimately

In 1995 The Standish Group surveyed IT executive managers for their opinions about why projects succeed. The 3 key motives offered that a project will succeed are user involvement, executive management support, and a clear statement of requirements. Concentrating on these three aspects alone will give your project a excellent likelihood of accomplishment.

Don't turn out to be the victim of a failed project, place measures in place that will make certain your success. Soon after all it's not rocket science!LML Group 2802 Flintrock Trace Austin TX 78738 512-944-6464 http://www.lmlgroupllc.com visit site