Monday 24 January 2022

Typical project management challenges and solutions

There are various problems in the field of project management. the success of a project can also be attributed to how to solve these problems. therefore, the project manager needs to think of the problems that can arise as "issues" and devise solutions. it's a kind of risk management.

by the way, the meaning of the word "problem" is "to give a title or a problem, the given title and problem". project managers have to challenge themselves and manage risk to make the project a success.

so what are the challenges that arise in project management?

typical project management challenges

  • communication with stakeholders
  • the most common cause of project management failure is lack of communication with stakeholders. in other words, it can be said that communication with stakeholders is the first priority of project management.

according to the keyman's net survey results, 46.8% of project managers have failed projects due to lack of communication, or about half of them.

citation: project management and project management tools adoption 2015

by the way, the parties involved are those involved in all projects, such as project members, managers, and other internal stakeholders, as well as customers and contractor companies. you don't have to communicate equally to all stakeholders, but you must carefully consider how and how often you communicate with them.

unclear definition of project success

the definition of "what to do to make a project a success" is often unexpectedly uncertain. it is good to carefully plan the initial plan, coordinate the schedule among the stakeholders, and start the project with a thorough system, but a clear goal has not been decided.

for example, if you are given a delivery date of 6 months and a budget of 10 million yen in an ec site construction project, will it be a success if you can build an ec site that fits within the delivery date and budget, of course it is different.

In the case of e-commerce site construction, the original purpose should be to increase profits by targeting consumers on the Web. Therefore, in this case, the definition of project success is to provide specific figures and periods for the number of customers and revenue after the ec site is built.

e-commerce sites are only a "means" to increase profits, but they are very often the purpose of the project in themselves.

degree of interest in risk management

risk management makes no sense if only project managers work on it. in the first place, risk management means taking measures against problems that may arise in the future. in other words, the problem itself has not yet occurred.

this tends to be less understandable than dealing with actual problems. it is also costly to take action for problems that have not yet occurred. it's like "spending money and time on the invisible," and there are many managers and project members who want to avoid such risk management as much as possible.

one of the challenges of project managers is to raise awareness of risk management in the surroundings.

some items are uncontrollable

in software development and manufacturing, project management is about controlling more granular management items in order to achieve the end goal of quality, cost, and delivery time (qcd). but you have to understand that some items you can't control.

the item is the customer or contractor.

with an e-commerce site building project, it takes time for customers to come up with content and make decisions. the control of these items is completely controlled by the customer and cannot be controlled by the development.

therefore, the project manager must plan and risk management after taking that point into account. for example, when the process phase of the basic design is over, have you not considered the approval or settlement period for the process phase after the detailed design, and drew the schedule to move on to the next phase immediately? let's set up the items that can not be controlled as risk management, decide the impact, probability of occurrence, priority, and watch.

the right person for the project member

to make your project a success, you need to put your members in the right place and in the right place. the extreme is that if you suddenly place a waiter in the kitchen, it can not only be useless but also reduce the quality of the food.

in order to realize the right person in the right place, it is necessary for the project manager to grasp the careers and skills of each member and thoroughly manage personnel. you may know the career and skills of a "project leader to leave to you", but the organization is not everyone. it is necessary to understand the anxious careers and skills of "uneasy project leaders", and the same can be said by both project members and contractors. first of all, gathering information on project leaders, project members and contractors will be a challenge.

responding to plan changes

it is very rare for a project to proceed as originally planned. even a skilled project manager will be at a level of once in a lifetime. therefore, even after the project starts, the planning change always occurs. with the awareness that projects will be delayed, let's go through the project management cycle of planning, execution, and management.

this must also be prepared as part of risk management. it's important to anticipate any planned changes that may occur and draw scenarios accordingly.

centrally manage project information

the final challenge is to centrally manage information about the project. information is always distributed, so it's only after you aggregate it that you can make project decisions. however, it also takes time to aggregate disjointed, distributed information. the larger the project, the more time it takes to gather information proportionally.

this is a delay in decision-making, and in turn, a delay in project progress. therefore, it is also important to have a system that can easily collect information from the beginning and centralize project information.

how to solve project management challenges

so far, we have discussed a total of seven issues, but there are many more issues if we break them down. there may also be challenges that arise after the project starts. the answer to solving these problems is simple and "systematization" of project management.

the challenges of defining project success and risk management are largely related to the management skills of the project manager. however, issues such as communication with stakeholders and the right person in the right place cannot be solved by managing it at excel. excel management does not end up with whether the project members are typing, whether the project information is up-to-date, and whether the numbers match in the first place. these challenges can be cleared by centralizing and systematizing the excels of disjointed ones.

project management tools provide an environment where you can communicate on the system, factor management functions, and functions that can respond to irregular planning changes, helping a project manager solve problems that are difficult with the power of a single project manager. in other words, being able to grasp the situation easily and accurately leads to the right decisions.

just as it solutions to solve various corporate problems have developed, the answer to solving the problems of project management was also systematization.


Many project management challenges can be solved with project management tools like SI Object Browser PM. In addition to the on-premises version, in addition to the cloud version, the lite version that can be easily and inexpensively introduced has become popular, and even companies that have abandoned the introduction of project management tools so far have been able to easily introduce them, so I would like you to solve various problems by introducing them.

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