There is often a misconception that IT project management is difficult. Avoiding common pitfalls in IT project management is not rocket science, it's just about taking some sensible steps. This article identifies 5 killer mistakes in project management and its solutions.
It's tough. :
Project management, project, communication project head
Article body:
At the end of the failed project no one is worse than the project manager. As an IT project manager, I experienced that feeling. Managing IT projects is particularly difficult. In fact, it is not just an IT project, but only a project that has the elements of the it project.
The troubles are made with these projects are often not proven, proven or cutting edge. Customers expect excuses that are not a good result, even if these projects are frequent trips to the unknown. For example, if you take the building industry to build a new bridge, we know how to build a bridge for hundreds of years and do it. What you want to understand, or in what order are the expected results. This is rarely the case for IT projects.
Avoiding common pitfalls in IT project management is not rocket science, it's just about taking some sensible steps. Killer miss project management that can not do special things:
Who owns the project?
mistake:
The nature of the project is change, which often encounters resistance. People do not like change, so it is necessary and needs to know what benefits it brings. In order for the project to deliver changes, senior management needs assistance. Without it the project sponsor (senior manager) is the person who drives the change forward, and the project is the mechanism for change. Manage advanced from without project support.
Tsutsutsu Tsuitsu. :
Make sure that you have advanced management from the top down. Direct communication from sponsors to stakeholders is required. The message is, "We are serious, this thing should happen if you are with us or you will not happen because you are not" and you should be careful
Beware the project de project manager to see if the sponsor as a project manager.
User involvement
mistake:
Lack of user input and intervention is a recipe for bad projects. This is due to the idea of "knowing what you want" from the IT department and the lack of interest from customers. You have to avoid one way.
Tsutsutsu Tsuitsu. :
It is a technical solution that proposes the customer's request prior to understanding how to respond. Often it is blinded by the latest newest thing available and it tries to shoehorn conditions. Meanwhile, by communicating with the IT department and making sure that all the requirements are completely defined, make sure that there is enough time for the project to be successful and collect all the stakeholders. It is a project of the period which I asked for.
Scope creep stop
mistake:
Scope creep is the cause of more project failures than anything else. Aim for projects such as deliver or set off with a passion for most and fail for recipes.
Tsutsutsu Tsuitsu. :
Ensure that business cases, requirements and scope are clearly defined and documented. Make sure that stakeholders understand and sign them. If you adhere strictly to the scope and need to change, follow the documented, justified, and agreed change control process.
Managing expectations
mistake:
In many cases, it is like a magic wand that you shake, with the expectation that sudden miracles will occur. During the period, it is a degree that will expand the expectations of technology projects. It is the role of a project manager who manages forecasts to a sensible level.
Tsutsutsu Tsuitsu. :
On the other hand, in order to avoid this, it is smaller than the project. I do this in the same way as a sausage machine, eating the ingredients at one end and delivering a small, completely formed package or sausage at the other end. In the It project, you can push small packages of requirements to the machine and generate some artifacts during the life of the project. In this way, we will also deliver technology that can frequently show what delivery means by the expectation of management. This approach ensures that the project meets the customer's expectations.
I understand the terminology.
mistake:
Have you ever stood next to a group of IT professionals and wondered what they were talking about? It's like a whole new language, and it is common to others. The pitfall is that they are speaking the same language when the client and it does not actually come when it thinks. This provides the IT department with an understanding of what the customer wants and leads to problems when it turns out that something is different.
Tsutsutsu Tsuitsu. :
It became clear that there is a problem in looking back just by solving the difficulties of communication problems. Regular communication and close working relationships with customers are helpful. All you really need is a person with feet in both camps. Someone who understands the business and it as well. Make sure to keep track of them if you can identify this person, it is hugely valuable. If you can not find this person, the next best option is to have two people, one from the business and one from it. It is a minimum communication issue that enables closer cooperation and information sharing.
finally!
Business like Opinion for Executive Manager in Standish Group Survey in 1995 succeeds. The three main reasons given for a successful project are user engagement, management support and a clear statement of requirements. Focusing on these three aspects alone gives the project a chance of success.
Don't be the victim of a failed project, take steps to ensure your success. After all it is not rocket science!
Successful organization leaders: strategically placed through effective enforcement
Strategic alignment is the link between the goals of the business and the goals of each of the key contributors. Closer coordination and better alignment strengthen the possibility of perfect business execution. The strategic alignment has several advantages that are implemented and practiced once in a time.
It's tough. :
Business strategy, business management, business vision, marketing strategy, market planning
Article body:
It is all too well known scenario. Corporation X misses several quarters of the line badly on its commitment, and stocks plunge. As a result, the board loses confidence, the CEO "resigns", a new CEO is appointed, and immediately announces a drastic restructuring of the enterprise.
In the last few years, articles have been flooded with such reports. Results are expected to be that top-level executives are showing signs of a "vision", but also clarifying what appears to be a sound business strategy on paper
We were all there when we were in our career. The leadership team spends more time improving the performance of this 3-5 year strategy. The management team works equally hard to come up with a supporting annual budget. Both team's porting length PowerPoint is a comprehensive spreadsheet file. However, it does not happen much in terms of actual deliverables! Ambitious year-end goals are missed. The improvement curve will continue to shift to the right until the first scenario in this article is realized. Now the process for rebuilding a corporation begins.
The question occurs immediately as the reason why these events occur frequently:
• What went wrong and why?
* Are your goals too aggressive?
* Is your vision or strategy inadequate?
* Are intermediate managers not to execute?
• If the answer is to all these questions, why is it so?
Everything is a good question, and many are addressed with suggestions on how to find a solution that broadly supports it. However, based on my experience, the key element that needs to be addressed is the importance of strategic alignment.
<b> What is strategic alignment? </ b>
Strategic alignment is a business goal that quantifies the progress of implementation of the strategy towards the vision, and a link between the main contributors and the respective goals of the key contributors, to the success of the successful company. Includes groups, departments, business units, departments or individual employees of interest.
The strategic straight line, simply put, is "all rowing in the same direction". "The tighter collaboration, better alignment, and the potential for perfect business execution will be strong.
The strategic alignment has several advantages that are implemented and practiced once in a time. Tsutsutsutsu:
1. permit the effective use of usually scarce resources,
2. As a result, the execution speed is improved,
3. Promote team efforts towards common goals,
4. Motivate employees and give them a sense of contributing to the results of individual groups and across the enterprise.
These are good results that many companies benefit from, but very few can realize them. Since then, the strategic alignment of getting the leadership teams of many companies, said that the problem must overcome any barriers.
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