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Challenges involved in implementing project management techniques

When managing the projects, there are many challenges faced by the managers of the project, vice president of professional services, directors of operation, offers of chief financial and other project team members (Denker, 1996).

The 5 common challenges of the techniques of project management are:

  • Characteristics of the dispersed teams of the project (Diver, 1995)
  •  Use an incorrect tool for work
  •  Mismanaged or over booked resources (Maltz, 2001)
  •  Waste the time to look the project assets or documents
  •  Spends too much time in status meeting (Laufer, 1995)

Characteristics of the dispersed teams of the project

The entire team of the project belongs to same organization or company and they always work from various offices in United States. Though the project team is in the same office, nowadays the growing of fast economy, and the needs of information to pass as soon as possible, make a centralized software solution of project management imperative (Levy, 1997).

Though the rise in the offshore development and outsourcing work continues, the managers of the project and the management executive need to co-ordinate their work across many time zones. So, when the United States team goes to sleep, and the Asia team goes to work, they login to the web-based solution of project management to review their resource, project and status of task. The companies that manage the asynchronous process well are compared to their competitors (Lipovertsky, 1990).

Use an incorrect tool for work

There are many companies that attempt to manage the projects using the software applications of desktop like Microsoft Excel and Microsoft Project. The major challenge used for the software of desktop is to manage the projects and these applications are not designed for intersection among various parties. At the lower standard the file is shared by emailing the file to all the parties on the team. At the higher standard the file is posted on the extranet or in the network and shared from there (Thamhain, 1994).

There is one scenario that arises for using the software of desktop for project management is the version control of the file. For example, the project manager may email a file of Microsoft project to share the information of the project to the team. If the file is updated frequently, then it is confusing as which version of the project is the present one. Many times, the project manager is communicate with an executive about the project and they communicate 20 minutes about the project and find that they are both viewing 2 different versions of the project (Tishler, 1998).

Mismanaged and over-booked resources

The project teams always complain that they do not have up-to-date or accurate information about their resources and for what they are working for. There are many project teams that have more demand for the projects than they have the members of the team to execute the project. There are many project teams who solve this challenge with a combination of meetings either with the Microsoft or Excel Project (Jonathan, 1994).

Though the project managers utilize the software for desktop and they may challenge a time understanding of how much work each resource is allocate all projects. The most common stated problem is that the timeline of project are expanded beyond the acceptable timeframe, so that many project managers destroy the functionality of resource leveling.

Waste the time to look the project assets and documents:

The assets of the project includes the scope of the project risk lists, issues lists , files, emails, deliverables and documents. Most of the project teams is share the files on network. The challenge is that even the good file storage system on the internal network is that the members of the team still complain that they cannot find the difficult documents. It is simply too easy to forget where the files and assets are frequently used.

Another issue with the storage of file is that many of the people who are involved in the project exist outside the network and cannot access that files. Many organizations may not permit the 3rd parties to Virtual Private Network into their network for protective reasons. This means that the project manager must email those assets to the outside members of the team which results in the version control problem (Karl, 2000).

Spending too much time in status meeting

Many of the members of the project team complain about spending too much time in the meeting to update their status of the project. There is no solution to replace the need for the human meetings and communications. There are many teams who talk about wasting too much time in the meetings where everyone goes around the room and update the tasks of project manager. This is a traditional way to get the status of the updates.

Another model for updating the status of the project is the project manager who asks each members of the team individually where the tasks stand. The problem with this model is that the project manager becomes an unexceptional administrator and spend time to update the Microsoft excel file or Project file (Michael, 1989).

There are many challenges for project management is stated here. However, these are frequently voiced by the teams from a large number of industries. If workers are experiencing 1 or more of the challenges, then their team may benefit from implementing the software system of project management (Howard, 2000).

The solution for the project management is that the 100% web-based solves the issues by allowing the project managers and their members of the team to access the information of the project from any browser in the world and at any time. The project information is the centre for the database and they are posted in real-time, assuring that all the members of the project and the management executive can view the recent information about the project.

 

References

  • Denker G R, Simultaneous Management: The Key to Excellence in Capital Projects, 1996.
  • Diver D, Managing Technology Projects: A Contingent Exploratory Approach, 1995.
  • Maltz A, Project Success: A Multidimensional, Strategic Concept, 2001.
  • Laufer A, Integrating Product and Project Management: A New Synergetic Approach, 1995.
  • Levy O, Mapping the Dimensions of Project Success, 1997.
  • Lipovetsky S, The Relative Importance of Project Success Dimensions, 1997.
  • Thamhain H J, A New Mixture of Management Skills: Meeting the High-Technology Managerial Challenges, 1994.
  • Tishler A, Toward World-Class Project Management: Making Projects Your Next Competitive Weapon, 1998.
  • Jonathan F, Project Management: Engineering, Technology, and Implementation, Prentice-Hall, 1994.
  • Karl A, Project Management and Teamwork, McGraw Hill, 2000.
  • Michael G, Project Management: The Series, 1989.
  • Howard M, Project Management on the Liter Side , 2000.

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