Project Obstacles, Struggles, or Failures: 3 Frequent Themes

Over the last few weeks, I’ve been talking with Program and Project Manager colleagues to identify what kinds of things have gone wrong in recent projects and how the PM responded. Kind of a macro After Action Review, if you will.

The question was, “Can you describe any project obstacles or struggles, or outright failures, that have impacted recent projects that you or a colleague were running?” 

These PMs provided lots of interesting input with many unique situations described.

I did hear three recurring themes, though, that I think are worth sharing for broader discussion.

#1. PROBLEM SOLVING

The ability to solve problems experienced in the project was uneven for anything beyond ‘moderate complexity’ problems. Sometimes the PM called upon known experts, usually outside the project team, so they had to be persuaded to help. (Or escalated…)

One PM mentioned she had a team member who was very vocal and persistent in claiming to know what to do about a very tough problem; although not fully convinced, the team reluctantly deferred to him hoping his solution would work. (NOTE: “Hoping” is not a good problem-solving word!)

Another PM said management “axed” her project because a complicated system problem was “too intractable.”
[Her words in quotes]

Project obstacles can appear daunting unless you have a methodical approach.

#2. POOR (or NO) PLANNING

A couple of PMs said they were asked to head up a project already underway. (Different companies, different projects, similar experiences.) Within the first few days after coming aboard it was obvious people had not really been given any specific project direction or objective.

They had simply started working on “the new thing” without any plan. Many people had different ideas about what they were supposed to be creating, and they were content working in their silos.

They thought of themselves as self-managed and agile, but lacking agreement on direction and goals, they were unlikely to deliver any meaningful results for the business.

A group without direction is one of the biggest project obstacles that needs to be resolved.

#3. NEED for SUPPORT

Inexperienced PMs need coaching and support. Interestingly, I heard this both from PMs and from some of the directors who manage PMs, obviously viewing from different perspectives.

New PMs running their first few projects may be in the position of not knowing what they don’t know and are reluctant to ask for help fearing they will seem unqualified.

Managers of new PMs are frequently overworked and thus assume the new PMs are okay if they’re not seeking guidance.

Inexperienced PMs need support and coaching from their directors to develop their communication and influence skills.

TO BE CONTINUED...

Do any of these three common themes sound familiar to you as Program or Project Managers? Or is there something else that’s gotten in your way recently? Respond with a brief comment, email, or Linked-in InMail message if you feel so moved.

I will publish a follow-up on this site with more detail including the steps PMs have taken to resolve project obstacles, struggles, and failures such as these.

Sharpen Saw Menu

Dann Gustavson, PMP®, Lean Six-Sigma Black Belt, coaches Program Managers and their teams to achieve extraordinary results through high-impact program execution. Prepare, structure, and run successful programs in product engineering, manufacturing operations (including outsourcing), and cross-functional change initiatives.

Contact Dann@Lean6SigmaPM.com.