Level2wo

Project Management Issues

Projects are rarely easy. Well, let me rephrase that. Projects often have difficulties. Hmm. Let me use Robert Burns’ or John Stenbeck’s more popularly known phrase: “The best laid plans of mice and men often go awry.” Or, maybe…well, you get my point. Projects of any kind face difficulties, from scope creep to communication issues, over-promising and under-delivering, and quality and cost issues. There’s more, but I just don’t have the time to get into them all.

So what do you do? It’s simple, and yet it’s maybe not that simple. Nothing beats planning. Nothing except for luck, great clients, great teammates, and, if you’re lucky, a combination of the two. But that’s not something you should count on. Issues arising, clients changing their minds, less than efficient team members. That’s what you should expect; if you get anything better than that, then you, my friend, have a heck of a team that you need to hold onto.

 In interactive projects, much can and does go wrong. And by wrong I don’t mean failures of massive proportion, but rather websites becoming a lot larger and more complex than agreed to in the SOW (statement of work), quality being produced by outside vendors not being up to what your (or worse, the client’s) expectations are, technology failures (server crashes, missed deadlines, delayed client approvals, PHs (person hours) over budget), etc.

What do you do? Truthfully? Roll with the punches. Learn from your mistakes, and learn from the mistakes of others, so that you don’t repeat the mistakes. Learn how your organization works, and learn how your client’s organization works. Once you understand the big picture, managing the minutae gets better. But learn. Be patient. Understand that everyone has an agenda, that everyone is probably as just as busy as you are and lacks as many resources as you do, and that they’re making the best of it. Have a smile on your face, because the storm will pass. It always does. And keep your head in the game, showing confidence and glee the entire time. You get your teammates to stay in the game, you’ll get that much more done that much quicker. And focus. You’ll be fine…just know it, and all will work out.

One of the aspects of building websites and working for interactive agencies that is sometimes nice and sometimes excruiciatingly painful (for some, anyway), is the hurry up and wait aspect of projects. If you’ve been involved in this type of work–or other types that rely on bidding for a contract, a lot of back and forth with clients, dotting all of the i’s and crossing all of the t’s, you know exactly what I’m talking about. It’s good and it’s bad–depending, anyway, on who you ask.

Personally, i’m neither here nor there on the matter. I enjoy having downtime to prep, to learn more about my client’s business, to think (or at least try to think) as they do. I know putting myself in my client’s shoes is one of the best ways for me to help them get where they need to get. In previous positions, I’ve not always had the opportunity to step back for a few minutes in order to look at the bigger picture. And I know (and I’m sure you know), plenty of people that don’t really care to grasp the bigger picture, because they know what their role is and know (or think) that their role will not have a direct impact or substantial impact on the client business to make a difference…so why try. And, in reality, some of them may be right. But there needs to be a little bit of both type people–the contributor with his or her eye on the larger picture, and the contributor who can’t see the trees for the forest. I think that helps–at least I know it does in my world.

OK, I sense i’m blabbing here, because it’s getting late and i’m tired. I hope I made sense up above–and, in fact, I ‘hope’ so much that i’m not even going to read what I just wrote, which is pretty rare. Have a great night.

No matter how many websites i’m involved in building, no matter how many of them appear great at the outset, there’s pretty much a guarantee that something, somewhere within the website–either in the design, the code or the copy, will be wrong. And by wrong I’m not necessarily saying a ‘disaster’ per se, but even just a minor tweak that is major to someone involved in executing and delivering the project–or worse, the stakeholder for whom the project is being executed.

That brings up the Quality Assurance aspect, or QA, of the project. In large design firms and small, boutique agencies, there’s always some sort of quality assurance phase (if not multiple iterations) that is/are followed in order to best ensure that the final deliverable (website) is free of errors–not only the visual errors but also the functional errors–making sure data is captured in forms, making sure the UX or user experience is the best that it can be (read, being able to complete the tasks the user needs to complete, and in a logical fashion, which the IA ,or Information Architect, should have taken care of).

In essence, QA should take everything into account if you’re doing it correctly. Processes will improve–and this is one of the major benefits and end results of imposing the best QA process that you can implement on your team of designers, developers, copywriters, and anyone else that makes up your website execution team.

Baseline just put out a good list of project management trends for ‘08. It’s almost August, but it’s some good insight into the goings on in PM. Of course, for many of us in the biz, much of what’s listed is what we know and face every day, but it’s nice to see it listed in one place. I know I have less and less time each day to actually read anything (besides my day job I also write these blogs), and getting someone else’s take on what you’re doing each day, especially when it comes to project management, is a good thing.

10 Trends in Project Management
By Baselinemag
2008-06-26�
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Keep up to speed on the latest developments in the project management arena.
Here are the top 10 trends in project management for 2008, compiled by the senior management and practitioners of ESI:

1. Investment in project management training to counter effects of a troubled economy. Keeping projects on track and on budget can counter the ill effects of a down economy. Strategic organizations realize that an unsettled economy is the time to invest in project management training and development to optimize performance.

2. Better, faster project decision-making. The pressures for project managers to “get it done yesterday” keep increasing, particularly with today’s tightening budgets. Project managers need to deploy best practices when choosing projects, knowing when to say no to ventures that won’t deliver a solid return on investment (ROI) and when to green-light promising projects.

3. Critical thinking as a key project management competency. Technical competence alone doesn’t create success. Project management has evolved into a robust discipline, and critical thinking is the key soft skill that can make the difference between success and failure.

4. Emerging relevance of the project management office. Project management offices ensure a higher chance for organizations to reach their goals. (Imagine the space shuttle without its command center.) PMOs streamline processes, coordinate projects and enable more efficiency in day-to-day project management. As more companies see the relevance of PMOs, this trend will become increasingly important to overall project management design.

5. Codependency between project management and enterprise analysis. In active knowledge-management transfer, project managers with greater experience levels and an interest in functions such as risk management are taking on traditional business analyst (BA) responsibilities, including enterprise analysis.

6. Project managers taking leadership roles in organizational change. In the face of unrelenting organizational change, project/program managers need to take a leadership role. However, leadership qualities are not program deliverables, so project managers occasionally need direction in fulfilling their organizational change leadership obligations. They need to understand business implications and what they mean for projects, and how they can drive organizational change through effective project/project-portfolio management.

7. Communication challenges of remote team management. As projects are increasingly conducted remotely through outsourcing and global expansion, project communication is often based on e-mails and conference calls. Unfortunately, a very small portion of what should be communicated is transmitted to the recipients through these channels. To manage virtual teams, project managers need to find and use best practices in communications.

8. Earning certification. Certified Program Management Professionals (PgMPSM) will be joining the workforce in 2008. This new certification from the Project Management Institute has project/program management professionals asking what the inherent differences are between their disciplines.

9. Navigating the overlap between PM and BA tasks. Project managers and business analysts now recognize the symbiotic nature of their relationships. They know where to draw the line on their responsibilities and how to work together on areas that overlap.

10. Talent management’s impact on business ROI. During the next several years, thousands of baby boomers will leave the workforce—and thousands of Millennials (born between 1982 and 1997) will enter it. This will create challenges for managers, who will find that their new workers are motivated by a different set of incentives than the previous employees had been. Organizations need to develop a talent management strategy that focuses on recruiting and retaining talent to improve business performance.
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For some other project management steps, check out my previous Level2wo Project Management blog entries.