This post is the second in a series of discussions regarding current challenges being encountered in today\u2019s project management<\/strong>.\u00a0 More specifically, we have titled the series PROJECT MANAGEMENT<\/strong> CHALLENGES<\/strong>, since we intend to focus heavily on the managerial aspects of program \/ project management.\u00a0 This post addresses the starting point or initiation of the project.\u00a0 This is a crucial challenge.<\/p>\n Authoritative information and guidance regarding project management comes from many sources.\u00a0 A few that may be obvious include:<\/p>\n In order to frame and organize this topic, we will use the PMI Project Management Processes for a Project as presented in A Guide to the Project Management Body of Knowledge (PMBOK<\/a><\/em>\u00ae<\/a><\/sup> Guide)<\/a>.<\/em><\/p>\n Many discussion groups and forums can be helpful.\u00a0 These include AACE<\/a>, PMI<\/a>, LinkedIn and others.<\/p>\n <\/p>\n PMBOK<\/em>\u00ae<\/sup> Guide<\/em><\/a> defines five process groups:<\/p>\n Our discussion will be organized along the structure of these process groups.\u00a0 Hence, the first discussion will focus on the Initiating Process Group.<\/p>\n Sources that are used in this post are:<\/p>\n The initiation process (getting started formally) requires two processes and deliverables\/outputs (see PMBOK<\/em>\u00ae <\/sup><\/a>and Kerzner<\/a>):<\/p>\n Project Charter<\/span> – PMBOK<\/a><\/em>\u00ae<\/a> <\/sup>presents a description of purpose of the project charter as follows:<\/p>\n \u201cThe project charter is the document that formally authorizes a project.\u00a0 The project charter provides the project manager with the authority to apply organizational resources to project activities.\u00a0 A project manager is identified and assigned as early in the project as is feasible.\u00a0 The project manager should always be assigned prior to the start of planning, and preferably while the project charter is being developed.\u201d<\/p><\/blockquote>\n Kerzner elaborates on the charter content, which he indicates should include:<\/p>\n Preliminary Project Scope Statement<\/span><\/strong> – PMBOK<\/a><\/em>\u00ae<\/a> <\/sup>provides guidance regarding this process and deliverable\/work product:<\/p>\n \u201cThe project scope statement is the definition of the project \u2013 what needs to be accomplished.\u00a0 The Develop Project Scope Statement process addresses and documents the characteristics and boundaries of the project and its associated products and services, as well as the methods of acceptance and scope control.\u00a0 A project scope statement includes:\u201d<\/p>\n That said and the generic structure outlined, we move to some of the challenges that practitioners cite as troublesome and\/or problematic.<\/p>\n One source of identification of challenges is industry discussions.\u00a0 LinkedIn \u00a0hosts Groups with widespread and diverse interests.\u00a0 One such Group is Project Management Link – www.pmlink.org<\/strong><\/a> (membership required for access).<\/p>\n As previously posted, within this Group, there has been a very active discussion regarding this topic.\u00a0 The discussion was initiated by Trevor K. Nelson, PMP, IPMA-C<\/a>, \u00a0on January 15, 2010, and has 1,700+ comments.\u00a0 Here is the discussion question<\/a>.<\/p>\n \u201cWhat is the Single Biggest Problem Facing Project Management?\u201d<\/strong><\/p><\/blockquote>\n As stated earlier, we will use some of the 1,700+ comments as points of departure for comments and discussion in this series.<\/p>\n A very descriptive and well targeted observation comes from Joseph Fernandez<\/a>:<\/p>\n \u201cThe single biggest problem with project management is the inability to align project delivery with business strategy. Project managers think their job is to manage a project within the known constraints \u2013 time, cost, scope, risk and to manage the project within the framework of project management methodologies. As a project manager, you need to have the ability to adapt to situations and align the project to strategic objectives while constantly reviewing if the project clearly meets business and strategic objective.\u201d<\/p><\/blockquote>\n A significant focus comment comes from Jennifer Pardee<\/a><\/p>\n \u201cWhat is the single biggest issue facing project management? Another comment is from Lew Cadkin<\/a><\/p>\n \u201cIn my experience, the biggest problem is not setting expectations and communicating clearly to sponsorship at the front end of the project. Since every project is, in some sense, unique, I always scheduled the first week of projects dedicated to discovery.<\/p>\n [Snip]\u201d<\/p><\/blockquote>\n Another comment is from Jim Devine<\/a><\/p>\n <\/p>\n \u201c[Snip] I tend to regard this as the \u201cEnvisioning Layer\u201d where executive leadership is asked or is asking for a solution to be implemented. This is the point where project planning expertise and \u201cartistry\u201d should be applied but in most cases is not considered until further on in the process. I believe this will change as more of the executive leadership comes from those with background and exposure to project management methods and skills. Much like many CIO\u2019s now come from a background in the business application of technology not finance.<\/p>\n [Snip]\u201d<\/p><\/blockquote>\n <\/p>\n The experience of McLaughlin and McLaughlin<\/a><\/strong> includes the initiation of several large and complex projects.\u00a0 Within these projects, M&M<\/a><\/strong> has found that time and patience applied during the project initiation (<\/strong>Project Charter<\/span><\/strong> and <\/strong>Preliminary Project Scope Statement<\/span><\/strong> processes and documentation) is essential and invaluable relevant to project success potential.\u00a0 Further, M&M<\/a><\/strong> experience is that lack of robust Project Initiation can seriously degrade the project success potential.\u00a0 In this regard, the old saying about building your house on a solid foundation applies.<\/p>\n Good luck and let us all attempt to approach the practice or managerial challenge of project management with all knowledge, tools and lessons learned that are available.\u00a0 Setting a solid foundation in the issues as well as the process is essential and has long term (project duration) benefits.\u00a0 Happy reading and good luck in your project management<\/strong> challenges and endeavors\u2026<\/p>\n <\/p>\n <\/p>\n It is important to note that McLaughlin and McLaughlin [M&M]<\/a><\/strong> is not a law firm and is not intending to provide legal advice.\u00a0 M&M<\/a><\/strong> is a consulting firm providing (among other services) non-legal expertise in dispute resolution and litigation support.\u00a0 The Resource Center<\/strong><\/a> is for the convenience of blog visitors and M&M<\/a><\/strong> does not offer this for commercial purposes.\u00a0 For further information on M&M<\/a><\/strong> services, please see<\/em> <\/em>www.McLaughlinandMcLaughlin.com<\/em><\/strong><\/a>.<\/em><\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p>\n <\/p><\/blockquote>\n <\/p>\n <\/p>\n <\/p>\n This post is the second in a series of discussions regarding current challenges being encountered in today\u2019s project management.\u00a0 More specifically, we have titled the series PROJECT MANAGEMENT CHALLENGES, since we intend to focus heavily on the managerial aspects of program \/ project management.\u00a0 This post addresses the starting point or initiation of the project.\u00a0 […]<\/p>\n","protected":false},"author":2,"featured_media":788,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_s2mail":"yes"},"categories":[49,16,8],"tags":[121,97,120,118,117,81,64,116,13,119],"jetpack_featured_media_url":"http:\/\/projectprofessionals.org\/wp-content\/uploads\/2011\/06\/MP900422754-2.jpg","_links":{"self":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/781"}],"collection":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/comments?post=781"}],"version-history":[{"count":8,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/781\/revisions"}],"predecessor-version":[{"id":790,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/posts\/781\/revisions\/790"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media\/788"}],"wp:attachment":[{"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/media?parent=781"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/categories?post=781"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/projectprofessionals.org\/wp-json\/wp\/v2\/tags?post=781"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}\n
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\nTo keep my comment from being too ambiguous I would say focus on the primary goals, budget, and time line of the project can never happen too much and will often keep those issues that can pop up to seem so important in perspective.\u201d<\/p><\/blockquote>\n
\nWhile I agree with your point regarding the outcome of projects, I would say that change is initiated higher up the in the requirement cycle and begins with the \u201cbusiness issue\u201d. A business issue once identified calls for a \u201cbusiness solution\u201d it is here that change is initiated and all potential for success (or failure) lies.<\/p>\n
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