ABOUT AUTHOR
Purva Gupta.
IIHMR, New Delhi.
purvagupta456@gmail.com
New Domain: This problem arises when organisation has not handled similar project earlier and stake holders have no prior experience on the project.
New Technology / Challenging Technology: Selected Project involves use of new technology or new equipment or specially trained staff may pose delay in completion of task, thereby project.
Reference Id: PHARMATUTOR-ART-2536
Scope Creep: Modifications or changes are added to signed off project charter or scope statement instead of categorising them as ‘Change Requests’ and most of the organisations label these changes as organisational dynamics that one (Project Manager) has to deal with. Accommodation of such changes in project is not easy and are very difficult.
Shift in Project rankings (Uncertainty in Project priorities): Project that is ranked no. 5 becomes rank no. 1 (Top Priority) project, Vise-versa, many times priorities get shifted very frequently, such dynamics are challenging to align resources / communications accordingly.
Infrastructure: Problems arise when teams have to work with temporary infrastructure, where sufficient / suitable equipment’s are not available.
Integration of the team (Stake holders working in Silos): Key stake holders of same project doesn’t talk to each other because of conflicts or egos, both the teams do not share project information / work with each other due to which there would be delay in completion of tasks or even tasks may never get completed sometimes it may even call for re-work or changes to scope. Engaging difficult stake holders especially those with bureaucracy attitude is critical.
Lack of Involvement of Project Team: Task managers or respective functional groups do not provide exact status of the tasks or provide incorrect information. Hide things or hide key information related to project later these hidden things become critical bottle necks for project progress. Timelines provided by stake holders / respective functions are not correct, unreasonable timelines because proper evaluation of the project or work is not carried out. This is important aspect to understand about planning is that amount of time the team spends in project planning and the level of detail achieved in the plan should be appropriate to the needs of the project.
Collaborative Working: Promotion collaborative working environment with stake holder’s of project located at various geographies / with different cultures is challenging / critical. Communicating blindly without knowing what to communicate, when to communicate, whom to communicate will not accelerate delivery of the project. Handling multiple bosses (dotted line reporting), direct involvement of the top management is another challenging task.
Attrition / New stake holders in middle of the project: Dealing with new stake holders (Key stake holders but new task managers) in middle of the project because existing person has moved out of the organization or transferred from one department to another department is very critical.
Competency of the Resources: Resources with right knowledge, skill, expertise for said project are not available. Balanced team compositions at times are not available. Managing key tasks with trainees (New sources with no prior experience), Handling projects become challenging.
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Resource Constraints: In Matrix environment organization because of multiple projects availability of the resources is critical because resources are shared; sufficient resources are not available (Limited availability of the resources), due to this conflicts in priorities would arise, pace (Speed) of response to requisitions are slow.
Project Managers become task managers: Difficulties arise and focus on the projects / project management get diluted when project managers are asked to get into execution of the tasks (work that is actually allocated somebody else) saying sufficient resources are not available or cannot be allowed. Handling additional responsibilities in addition to project management is another pain area.
Expeditor: Project Manager is asked to run from pillar to post to get the things done, he / she then is no longer project manager but is expeditor.
Project Management: Project Management fail to understand or lose sight of objectives why the project was selected? with what intention project is selected? what are its objectives? Sometimes project manager jumps right into whatever they are doing without thinking about it before hand. Such actions lead to inefficiencies, re-work, mistakes, conflicts, needless overtime and just plain bad project management. Project Manager fails to understand that risk identification / risk response planning is a continuous process from initiation till closing of the project. This is very important to be remembered by every project manager.
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