Issues in Project Management
What do you see as some of the issues project managers may run into while trying to adhere to the requirements of project management processes in complex organizational structures that have stakeholders with varying demands?
Professor Shwalbe has emphasized along the Chapters we have been reading that a good project manager is essential for a successful IT project. Whether it is small or large, in most instances, where there is a lack upper management support, it takes longer to get projects completed. Employees do not have a clear understanding of the importance and/or urgency of what the organization is trying to accomplish and what the ramifications of not delivering a project on time or not delivering it at all may be. In Chapter 3, the author mentions the importance of how “top management support and having effective communication skills are fundamental for good product execution,” and I agree with her. If the project manager does not have executive support, it can be difficult to have every stakeholder’s agreement and commitment to complete a project, as everyone needs to be held accountable. Just like the case study, where Joe Fleming, the CEO for JWD Consulting, met with Erica to confirm the feasibility of the project, go over it project and signed the project charter indicating how important it was that the project payback occurred within 12 months
We learned about the different process groups (initiation, planning, execution, monitoring and control and project closing), best practices, and steps that need to be addressed and taken into consideration to manage a project efficiently and successfully and as professor Raggad indicates, following and implementing these processes can be overwhelming.
Interacting with different personalities may be challenging and it can become even more complex when you are dealing with multiple cultures so my advice is to ensure you are open and sensitive to other cultures. Be flexible, have the executive support you
Professor Shwalbe has emphasized along the Chapters we have been reading that a good project manager is essential for a successful IT project. Whether it is small or large, in most instances, where there is a lack upper management support, it takes longer to get projects completed. Employees do not have a clear understanding of the importance and/or urgency of what the organization is trying to accomplish and what the ramifications of not delivering a project on time or not delivering it at all may be. In Chapter 3, the author mentions the importance of how “top management support and having effective communication skills are fundamental for good product execution,” and I agree with her. If the project manager does not have executive support, it can be difficult to have every stakeholder’s agreement and commitment to complete a project, as everyone needs to be held accountable. Just like the case study, where Joe Fleming, the CEO for JWD Consulting, met with Erica to confirm the feasibility of the project, go over it project and signed the project charter indicating how important it was that the project payback occurred within 12 months
We learned about the different process groups (initiation, planning, execution, monitoring and control and project closing), best practices, and steps that need to be addressed and taken into consideration to manage a project efficiently and successfully and as professor Raggad indicates, following and implementing these processes can be overwhelming.
Interacting with different personalities may be challenging and it can become even more complex when you are dealing with multiple cultures so my advice is to ensure you are open and sensitive to other cultures. Be flexible, have the executive support you