More about Bill
Here is a simple truth about our profession: all projects result in change. Some projects bring about small modifications to the status quo, and others introduce a large-scale transformation. No matter the size or scale of the project, people resist change. Overcoming this resistance to change is a top challenge faced by project managers today. Good news: you have what it takes to overcome this obstacle. Engage your sponsor! Hiatt & Creasey researched over 300 companies as they wrote Change Management – the People Side of Change. They found the number one success factor cited for implementing change is visible and active executive sponsorship. When the project team sees that an executive is excited about this project, the team buys in, too. Ok, how can you leverage this? Find and recruit the highest-level manager or sponsor. Ask her to be your project champion. Share the stats from the research, including this quote: “Employee resistance increases as authority and sponsorship decreases.” Ask the project champion to speak at the kickoff and at periodic meetings over the life of the project. Your team and other stakeholders will embrace the change knowing that it comes from the top.
More about Milvio
Disruption is here; and project management is not immune. The challenge for project managers, in any industry or sector will be the rise of emerging technologies like cloud solutions, digitisation, Internet of Things (IoT), blockchain, artificial intelligence (AI), 5G mobile internet, automation, robotics and voice-driven project portfolio management software. While PMs today are already experiencing the benefits of technological advancement with improved mobility and smart phone usability, the disruption will come through automated scrutiny and validation including the integration and two flow communication with organisational finance, purchasing and HR solutions to enable a single source of truth.
Online forms and approval pathways will become the norm to replace project documentation relieving PMOs maintaining project templates to focus on value add delivery and capability support services. While predictive analytics and world wide access to empirical data about project failure will notify and show PMs and Project Owners alike detailed and customised information of potential areas of concern ahead of time like a warning light. Project and stage tolerances for time, cost, risk, benefits, quality (criteria) and scope will also be locked with greater onus on the experience of the PM to manage the day-to-day delivery of agreed customer focused products. The arduous task of preparing highlight and dashboard reports will become automated and customisable, generated from available information and evidence, anytime and anywhere - enabling project boards to manage by exception. The challenge for project managers will be their ability to adapt to this new paradigm of progress information accessibility. It will also highlight those power skills that cannot be easily automated such as critical thinking, creativity and emotional intelligence. So the question to project managers, how well are you prepared for the future?
More about Peter
A project is like everything else in todays society exposed beyond our imagination and the need for fast decision making is therefore increasing. Why is the exposure so critical? Reason being that your stakeholders/Influencers becomes more and more critical to manage because they have more and more insights and thereby power. In the past stakeholder management was not taken very serious because the low speed of information flow. In todays digital world, informations flows fast and can be dificult to control who gets what and when. A Project Manager had always had an important role in controlling information flow and responsible for reporting to Senior Management, Steerco or Stakeholders. Today reports flows in PowerBI on a daily basis where everyone in the organisation can monitor the performance of the project and thereby influence decision making. Instead of seing that as a threat and something that a PM should also control, don't use these influencer as an oppertunity instead of a threat. In the past it was expected that the PM had all the answers and was the only one sitting with all informations and thereby the expert on decision making, this role has now changed to be a collector of inputs from various sources to ensure that all stakeholders/influencers voaice has been captured, evaluated and brought to Steerco for decision making.
More about Sergey
More than ever PMs depend on their professionalism and extremely wide range of competences. This imposes tough requirements on the PM’s skills and background. Contrariwise, organizations are faced a tough choice hiring right PMs to projects, especially critical. The root cause of this contradiction comes from inference that PM is a pure management position. As we can see in numerous contrast cases in IT industry, this is not correct. In this field PM’s success often clearly correlates with technical background and deep expertise. The conclusion is – it’s normal to choose PM from the much wider auditory than so called “professional PMs”. Giving a chance to the person with highly relevant experience or skill set definitely makes sense. It just needs to remember that anyway PM specific knowledge remains important and should be properly learned and adopted. The second issue lies much more deeper. Organizations and PMs are often confused project management and change management. It could lead to complete fail trying to treat the situation as a project when it should be treated as a change. We can see wrong goals as well as a great deal of undetected risks. This is one of the reasons why in the last years Change Management (CM) as a discipline made a big leap in its development (see, for example, materials from ACMP - Association of Change Management Professionals). What the principal difference between PM and CM? In short, in context. Thinking about a project we need to understand its goals, boundaries and restrictions. To cope with a change in the business we need to observe and understand everything as wide as we can. Change can be continuous and it’s typical to observe a cascade of changes. Managing the project is aiming to be definitely finished at some time point. And one more thing. It may seem that managing a project is simply one of the examples of more wide change management practice. It seems to be, but with one critical difference. In change management “human side of change” is of huge importance. PMs, to be successful, should adopt mostly a process approach, and even teams and stakeholders are typically considered as elements of certain processes. And I always have a filing that in PM practice we’re often missing something very important. Business made by people, not by processes, and real success becomes possible when a leader can percept and understand the real world.
More about Laura
How do you balance the need for delivery in a cost conscious, high demand, customer centric world? How do we deal with stakeholders who are demanding more and more? How do you engage stakeholders with new solutions and get them to participate, use and buy-in? Traditional approaches don’t work, agile is not suited to many projects, time to market is key but organisational approval processes are still slow to respond. There is no best way, there is no one way for a project manager to manage these issues. But there is a way. Don’t engage your millennial stakeholders the same way as the more experienced. If you have a PMO – don’t recruit a Project Executive who shuffles e-paper, employ someone who can create animations, videos, build dynamic tools, who can engage with stakeholders in a creative and modern way. Mix your agile and waterfall approaches, discard non added value activities, take some calculated risk (I mean not every ‘t’ need to be crossed!). Challenge the approval processes, move to approval in principle, incremental sign-offs, question tolerances and socialise, socialise, socialise. In other words sell the idea first – network talk concepts, create anticipation if not ‘excitement’. And don’t be a push over.
More about Massimo
The essence of a project manager is the ability to maintain helicopter view while being with boots on the ground, the continuous segmentation of organisation and skills result in shadowing that capacity and very often project managers counterparts do not appreciate that ability as well. At the end I discovered that communication is the ultimate skills of project manager that need to become a communication HUB between all the actors and players and be able to act on the ground but stream continuously the overall picture to all team
More about ERIK
Most of non IT teams have always thought of Project Managers as mainly coordinators, and that’s where our challenge starts, as a Project Manager our thoughts are always on how to better get to the different milestones of our project plan, regardless of the constraints, people, schedule, budget, tools and processes. Thinking on the interaction of teams, culture and personalities, to better communicate and make the teams work towards a single objective is one of the most challenging tasks of a Project Manager, because is not only the plan, with predefined tasks. It’s motivating, executing and assuring quality of the tasks to be done. People Management Besides the people that has to work towards this goal, are many times SMEs (Subject Matter Experts) that reports do different business units or departments, this makes even more difficult the task if the Project Manager is not empowered by a heavyweight sponsor within the organization or has built his/her own reputation regarding leadership or technical knowledge. Once you get the team respect things start flowing easier, with minimal escalations and aligning the tam. Mitigation Plans It’s always good to have a clear mitigation strategy, to have a way to identify deviations and propose a mitigation that do not hamper the project with minimal impact in the scope, time, costs balance. Communication Not always the best strategy is to be blunt, but the way we communicate even the slightest variance in a project might be perceived as a huge risk from the customer we are working for internal or external. Its key to have control, but it’s more valuable to have everyone engaged, and helping the project progress and success. Expectations Managing the correct expectations is paramount to any project success, there if we know where we want to go and our customer (internal or external) has the same expectation and even more, know what is the path that will take us there, could become one of the most important if not the most important task in our project. Sometimes there is a mismatch on the request, the project and the outcome, that needs to be addressed before we even start the project to avoid losing time and money. ERIK LABRA @eriklabra
More about Wanda
Technology, Internet of Things (IOT) and Artificial Intelligence (AI), coupled with the advances that have occurred in neuroscience. Project managers will need to understand how to harness the power of these two technologies as it relates to project management. Tools will start to use IOT and AI. Those project managers that can understand how to use the tools and the technology to do mundane work and analysis, will give the project manager time to do value add on the project. Those that understand how to do this will flourish. Along with this, neuroscience is understanding more how the brain works. There is a capacity to see how the brain functions when the project manager is leading, doing tasks, interacting with others, etc. Neuroscience will help the project manager that keeps himself or herself up to date to lead in a manner that helps those on the project team. By harnessing technology along with neuroscience will make the project manager a valued asset over those that do not.
More about Roxana
In recent years, we have been bombarded with many concepts of digital transformation, and the new world to manage appears before us as a rough sea, but the good news is that project management appears in the middle of everything as a picture of salvation. Because you tell me Because the true virtue of project management is in its ability to abstract from any contingent and hold on to management principles. This is why the successful creation of a PMO depends on keeping the project management methodology separate from the product and / or service development methodology, as much as possible. And strengthen over the other practices the integration management, generating management stages of each methodology in the group of execution processes, so that agile, UX, lean and others, can deliver their advantages with all their potential within a virtuous structure defined by the PMO.
More about Rüya
Leading a project is much more complex than it seems as it is not only about managing technical issues, but also about leading people with different backgrounds and hierarchies including project team members and related stakeholders. Although it cannot be claimed that the responsibility of an unsuccessful project lies solely on shoulders of the project leader, it can be said that a good project leader increases the chances of an efficient project completion. Based on my experience as a coach to countless project leaders, I have observed that the challenges in a project environment have similar characteristics and what matters is how the project leader handles them. Three main assets play a crucial role in tackling those challenges: 1- Managing expectations: One of the most important tasks of a project leader is to get buy-in for the project among all stakeholders. Even though upper management approves the project idea, in reality there would be people from different hierarchies who might show resistance during execution of the project. Therefore, knowledge about leadership and change management and some resilience must be on the skill list of a project manager. 2- Communication skills: Many projects end without achieving suggested outcome because of problems in the team, such as people not attending meetings, tasks not getting done, inability to make decisions, people behaving badly, etc. Being a good listener and communicator not only helps for creating a common vision, but it is also critical for preventing and resolving conflicts in the team. 3- Analytical & disciplined approach: Goals of the project and milestones to measure progress must be clear from the beginning of the project. Roles and responsibilities of all team members must be defined and communicated them clearly as well and progress must be followed up in line with project charter also created at the beginning. Necessary decisions based on data should be taken timely considering related risks.
More about Maya
I believe that some key challenges that project managers face are managing expectations of all project stakeholders, poor communications and scope changes (creep). The best way to deal with the first two is through proper stakeholder analysis, stakeholder engagement through solid and clear communication plan. As for scope creep, the more you spend time articulating project scope and requirements upfront, through a solid scope statement as well as engaging all stakeholders on various scope definition techniques (such as the affinity diagrams, work break down structure, and deliverables register), the less your project would be susceptible to scope creep.
More about Gabriela
Amongst the multiples roles and responsibilities of a Project manager, there is one variable to which he/she must be always attentive to. More uncertain than a Project Timeline, more risky than any Risk matrix and just as relevant as the Project budget, engaging the project team can be a huge challenge, but also make/ or break a Project. With work environments being so diverse nowadays, Project participants often come from different backgrounds, places, generations and lifestyles. Not to mention the hectic work-routine, priorities, individual responsibilities and limited time to do everything. In order to make it work, the Project manager's hability to really engage people and help them focus their energy, time and work towards the common objectives is key. So how to do that? Since we're talking about people, hardly ever there is a "one-size-fits-all" solution. One thing that applies to pretty much everyone, though, is the longing for appreciation. The feeling of belonging and being accepted can be deeply motivating, and unlock people's will and commitment unlike any task list. So taking the time to listen and make work relations more human can really go a long way towards bringing up everyone's energy and will aiming for project success. In an era where we all seem to be running out of time, we should remember to set priorities: Projects are temporary, but the impact we have in other people's lives can last really long - for better or for worse.
More about Aayush
I believe Project Managers are like "Super Heroes" who are responsible to save the world and for them, their projects are their world. From very old days until now some challenges have remained constant like Increased cost of the project or delay in schedule, lack of stakeholder participation, etc. One challenge which does exist and each PM faces these days but often goes unnoticed is "Adaption". As we all know “Modern problems need modern solutions” and as the nature of projects and organizations is changing, PM's needs to be more flexible than ever before and thus need to Adapt. When I say the word Adaption it has multiple contexts but the one we will discuss is adapting to the organization and its delivery style. Organizations work differently, a non-profit might work very different from a for-profit organization. We are living in an era where organizations want to fail fast, fail often because they want to innovate at lightning speed. PM's need to level up their game and should make tweaks to their Project Management style based on the culture of the organization and based on their delivery expectations. In the end, I would like to quote Leon C Megginson and would request all my fellow PM Practitioners to remember is : “It is not the strongest or the most intelligent who will survive but those who can best manage change.”
More about Abhijit
Project managers nowadays, irrespective of business domains, face the challenge of integrating human resources with the latest technologies that are used for project execution. The term “integrating” is not only limited to raising awareness, but also making the workforce adaptive and agile towards using those technologies to meet the project deadlines. Trends indicate that there has been a constant adoption of new technologies viz. (tools & software) with an investment of at least 2% of the project’s budget, since last decade. Investments in technologies is compensated by meeting project deadlines faster. Faster deadlines needs smart workforce who can play two roles at a time, i.e. be a tech savvy & handle work pressure at site. Recent graduates joining the entry level positions in the organization can help project manager beat this challenge as they are agile, tech savvy & fast learners. They can help the experienced workforce, who are not used to new technologies, by integrating the work performance data and feeding it into the system to generate information & reports so that project execution is not stalled. Vendor training at site & area offices, continuous feedback, implementing quality controls are other options available to tackle the challenge.
More about Mamta
The challenges faced by Project Manager are quite diverse which can range from impossible deadlines, Resource deprivation, Ambiguous contingency plans, risk management to Lack of stakeholder engagement, Communication, Poorly defined goals, Scope Creep, Skills limitations, Legal, environment etc. But the topmost challenge I feel is Undefined Goals or Poorly defined Goals which occurs due to lack of clearly defined objectives and milestones to measure progress. This challenge can be tackled by setting goals using SMART rules. What is SMART rules: S – Specific (simple, sensible, significant) M – Measurable (meaningful, motivating) A – Achievable (agreed, attainable) R – Relevant (reasonable, realistic and resourced, results-based) T – Timebound (time-based, time limited, time/cost limited, timely, time-sensitive) When we write a GOAL, run it through SMART to discover if it fulfils SMART objectives and if it is worth the Time & Effort. First and foremost is to Be Specific and the best way to be specific is answer Five W’s: who, what, why, where and which. Now to measure the progress, be specific on what you want to achieve and by what date and make sure this is trackable. To check if it is achievable, the organisation needs to be onboard with project, all resources available and project is relevant and is going to solve a problem or produce a product or service. And in the end the project has sufficient time to be completed and still will be able to take advantage of opportunity and is relevant in overall context.
More about Gustavo
World became too dynamic. A shot of this is phenomenal but a little more than dosed can bring you an unexpected result. The top challenge for Project Managers nowadays has been getting stakeholder’s accountability. It’s immeasurable the level of difficulty to retain a bit of “willingness to make it happen” on the project activities. People know that by tomorrow a new opportunity can easily appear outside, making them never aim in a long term view. Here it is – stakeholders are day by day failing to look at the present targets; resulting in a bad quality of delivery and future project delays; lack of people accountability are killing project managers by back. So, bring your team to the present moment. Show them what are the aggregated value they are bringing to the company and for themselves just by completing a single project task. People need to see what are the benefits generated from their work and how positive they will be impacting in others or in a final result. Make them to be part of that and you are going to see people stop looking only in a short term view. Afterall, a dime a dozen for a thousand dollars result.
More about Aditya
Project Managers faces a multiple challenges which varies from one phase of a project to another. We also know that the project is defined as a temporary endeavor undertaken to create a unique product or service. It is my experience that every project will have its own unique set of challenges and situations. I have never seen an issue that is repeated exactly in two different projects. We can have resource related issue, the schedule slippage or cost overrun but considering the complete scenarios the challenges are unique and completely different. One of the major challenges that a project manager faces today is not enough knowledge about the subject matter. Although per the PMI guidelines a project manager does not require any sort of knowledge on the subject area and it is true however based on my experience a project manager’s ability to manage and direct the project enhances exponentially with the subject matter knowledge. As a practice, I do not undertake any project for which I do not have any subject knowledge. Client’s expectation and its management is another major challenge. In this era of cost cutting, many clients want to maximize the work done at a minimal cost. As a result, I have noticed that, they keep adding the scope of work without the corresponding increase in the cost. As a project manager, I have faced that situation a number of times and I always managed the expectation by doing the complete impact assessment and politely sharing the cost for additional scope. It is imperative to set the right expectations with the clients.
More about Long
Ever felt it was too difficult to stay up-to-date? Well, it’s even more difficult than ever to keep pace in order to stay relevant in the industry. With the bombardment of information you need to decipher quickly is ever more important! The skills you need as a PM has expanded significantly over the past decade. You need to be flexible in order to adapt quickly to the new “norm” and to continually upskill. Not to worry, you are not alone in this – others are finding it challenging as well. I tend to worry more about those that tell me “I just don’t have enough time” or even worse, “I already know it, so why bother listening to the noise because it's just a trend?”. Wrong, those are the ones in danger of being complacent and ultimately left behind. Being able to prioritize what is most important and where to invest the right amount of effort will set you in the right direction. Here are some of my personal tips: • Be open-minded to evolving trends – be in with the chatter • Set Self-directed learning goals through professional development • Be in the driver seat and don’t wait for your organization to do this for you • Set dedicated focused time for yourself otherwise everything else will become a higher priority • When you invest in yourself, you are the best ROI!
More about Marc-Yvan
1- WHAT IS THE TOP CHALLENGE FOR PROJECT MANAGERS NOWADAYS? From my humble perspective, the answer to this question is really simple and straight: The top challenge for Project Managers today is the high-paced changing environment of the Project Management Industry. Today, Project Managers are dealing with countless emerging and disrupting practices, methodologies or standards that are enriching the Project Management Ecosystem on a daily basis. I can name at least few of them: Agile, Scrum, Lean, etc. To be honest, although these new practices are a good indicator of the healthiness of our Project Management Ecosystem, they can have the perverse effect to get the Project Managers confused or distracted in their learning journey and jeopardize the efforts of our peers and predecessors to genuinely bring together the essence of project management in a harmonized way. 2- WHAT IS THE BEST WAY TO DEAL WITH IT? My humble advice for my fellow Project Managers is something they are already used at while dealing with their multiple projects and endeavors. It’s basic: JUST STAY FOCUS! I recommend to my fellows to not struggle in trying to systematically get certified on these emerging methodologies but only to try getting their own understanding on the related topics. Don’t fall into a certification race without consistence but rely on the good old references. Eternal Blessings!
More about Yingjin
There are all kinds of challenges during initiate and delivery a project. In my opinion, top challenge is in some organization, project managers not involved on justify process such as why this initiate is selected and why is achievable and attractable. The gate review process does not exist or not proceed correctly. He/she is just be assigned to deliver the project senior leaders or committee already made decision. Unfortunately, if the decision is not right. Then the project manager will face most challenge time, as the one holds the last bar in the relay, he/she will be complaint for the project cannot delivery successfully or cannot realize benefits as expected. In my opinion, this situation cannot be fixed in short time as it is organization governance issue. But as a project manager, you can still get supporting from senior leaders or PMO to try to be involved in early stage of initiatives, honest feedback your worry and professional feedback of new project as early as possible, manage stakeholder's expectations and keep all record to protect yourself. And finally, trying to improve maturity of project management of organization step by step.
More about Jonathan
I do not have any experience per say as a Project Manager, however I can give my perspective as a Scrum Master and what I have seen throughout my time helping in leading teams. There are 2 main areas when it comes to my current and past relationships between the Project Manager and Scrum Master role. Team Issues: When working on a project you will be working with people and with that you will have lots of personalities. All teams need someone to help lead, and that may require some amount of management. This is especially true if issues are causing a high amount of incompatibility among the team. These disagreements, and difference of opinions, could end up having a high impact on the progress of the project. Facilitation is key here! Scope Creep: This may seem obvious, but sometimes the simplest things to solve can be the most complex. However, this is probably one of the biggest challenges that a Project Manager will face during a project (Scrum Masters included). It is extremely important to act on this when it does happen and take the appropriate steps in order to refocus to the new direction. This is from an outside looking in perspective.
More about Sofien
Effective communication is one of the top challenges of project managers nowadays so it makes sense to implement a sound project communication strategy for each project.
More about Omar
Today challenge in project management is related to provide benefits to the business ad lower costs possible and with less additional work possible for business team. The first point is to assess company maturity and according to that configure appropriately PMO processes and tailor PM methodologies; in doing that is fundamental obtain Executives support. As soon as processes are clearly defined and communicated, standards and template must be prepared to encourage business team to use that facilitating their work. It is also important track processes performance defining precisely KPIs and report them to Executive in order to give visibility to the ROI and better performance in PMO and related processes. PM is all create value to a company and consequently must be a ROI and released step-by-step and not with a big bang approach, selecting deliverables add more value to the business and create more confidence to supporters. An additional challenge today is the Agile methodology, which must be recognized for which project and context it adds really value and when it creates only bureaucracy. By definition PM is different for different contexts, so the project manager must have a strategic vision in how to adapt standards to his/her environment.
More about Mark
Not an easy question to answer due to the number of challenges faced by Project Managers. I’ve seen many PM’s struggle with Communication, which is key. With structures becoming flatter, teams spread across geographical locations, change being the new constant, and the need to be able communicate at multiple levels - from the factory floor to C level, it's a real challenge and skill. Some tips and tricks. At the start of the project spend time identifying roles and responsibilities, including sponsors and business owner, as these people will be critical to your success. This will be the first step in identifying WHO you need to communicate to. Agree on your reporting and meeting rhythm for the key groups – Project team and Steering committee. Making sure the Steering committee has people that have authority to make decisions. This will be the first step to identifying WHEN and HOW to communicate. For Steering committee’s remember these are Senior people with limited time, try and stick to a one page project status report, or a short 5-6 slide power point – covering Overall health (RAG), RAG status of Schedule, Cost, Resources, and Scope, Activities complete (this month), Activities Planned (next month), Top Risks and Issues only, Decisions, and Financials.
More about Daniel
Nowadays,, I would not say that there is only one major challenge, but at least 6 Handle pressure, know how to manage conflicts, handle egos, know how to say no coherently, motivate people and be a reference person for attitudes and know how to view error as an opportunity. Inevitably, at some point during the project, the project manager will experience some situation that requires a set of qualities that are not described in PMBOK but that are part of your personal profile. So how to deal with it? Projects are and should be viewed as a situation of constant tension. Administer team, customer pressure and enterprise is a constant and exhausting challenge. Use paradigm breaking strategies, preconceptions and use Dialogues based on arguments are good strategies. One cannot forget to create an environment where there is transparency and integration. Lead and turn project delivery into a team purpose and sustain consistency between discourse and practice and systematically document the lessons learned for future consultations.
More about Dale
“What is the top challenge for Project Managers nowadays? And what is the best way to deal with?” Adjei, D., & Rwakatiwana, P. (2010). Application of Traditional and Agile Project Management in Consulting Firms.: A Case Study of PricewaterhouseCoopers. I selected the diagram above as a basis to outline the current difference in Project management models. The most difficult challenge for PM’s is which to adopt? There is a huge debate for and against the differing methodologies. Traditional project (TP) management was evolved to create a structure and allow a breakdown of the project with dividing with authority delegated through the pyramid structure. In my view the TP is formed from a very predictive outcome which will not be affected in the timescale of project delivery. In Agile (AP) delivery the approach is inverted whereby feedback and communication allows the scope to change. This allows to manage with feedback, embrace change, communicate effectively and most importantly manage with purpose. It is important to understand the reason for a project foremost. Usually a project is derived from an idea often to create value to a product or organisation process which in turn either adds value to the customer as increased functionality or efficiency in cost. This is the basis of the derivative. TP is formed from the derivative and a structure created, the triple constraint drafted and the project executed under the following guidelines According to PMI (2004) a project can be decomposed into five processes i.e. initiating, planning, executing, monitoring and controlling, and closing. The ‘purpose’ for the project is may get parked once the project is initiated as the aim is to close. AP allows dynamic decision making, triple constraint can be adjusted by the director. The outcome of the project is always valued whether the stakeholder value or the efficiency. The project can be stopped or altered at any given stage due to the business environment changing. Porters five forces dynamically allows monitoring of the environment. The environment is affected by the suppliers/buying market, competitors and regulation. If at any stage the derivative of the project is jeopardised the AP methodology allows for re-strategise. This is particularly so for large delivery or large time scaled projects. Thus in my opinion the best way to deal with the problem is to identify the purpose of a project, identify its timescale and execute the project with a fixed approach AP or TP.
More about Greg
What is the top challenge for Project Managers nowadays? If you're a C-level and struggle with working smartly, effectively managing a team or keeping deadlines? This is a common problem. The role of a leader (especially in tech projects) is really demanding. From my experience, I see top three challenges for Project Managers: 1. Communication. If you can’t efficiently manage communication in a team, your project is seriously endangered. I mean two areas. The first is your direct contact with the team. The second is the mutual communication of all its members. The idea is that you understand each other, give precise information and effective feedback one another. Personally, I recommend that you set out clear communication rules before starting a project and use the available tools - for example Slack. 2. Setting goals. Defining your goals will be crucial. However, you have to plan this wisely and decide what actions have a real impact on the development of your business. You should focus on what really translates into the growth of your products and generates revenue. 3. Lack of resources. Without an effective team, you will not achieve success. Make sure your team is made up of experts. Then you will accomplish your goals faster and avoid many problems along the way.
More about Eman
Project managers usually face common challenges that were widely discussed before, from my own point of view, a key challenge is “Knowing your real areas of improvement”. There are always areas of development and improvement, project managers often get feedback from limited perspectives, and are sometimes positively or negatively impacted by the client satisfaction or management satisfaction without tackling other points that needs the real work, this can lead to having the same issues for considerable time without being aware of them, and might be found at later stage when moving to another account or organization. Its encouraged to seek feedback from your team and all possible stakeholders, anonymous feedback will ensure clearer and more honest feedback, if possible, share this feedback with your managers with your own recommendations and seek their input, if this is not possible, you need to start working on them immediately as part of your personal development plan. It’s also encouraged to participate in project management webinars and knowing latest trends, it’s always beneficial to make use of others experiences , building on them and customizing them to ensure real added value.
More about Héctor
The biggest challenge facing PM in the world of technology is to adapt to completely different scenarios between one project and another, and having to apply different ways of working to achieve success in their projects. Technology, as well as the way to manage it, move and change very quickly and as you lose the thread, you fall behind.
More about Syed Akber
Planing and Controlling are the principles of management may challenge Project Manager in current era, best way to deal these challenges, monitor day to day business progress in more effective way, use of management software which helps to identify improvements, use of resources in appropriate ways, Risk assessment should be done accordingly not only on starting phase of project. staff or departments coordination and keep focus on unavoidable delays.
More about Thomas
Project Managers today, in the past and in future have the primary challenge to provide security and trust for their stakeholders, their clients, sponsors, management, team members and users. They do that by promising a future, a plan, a scenario or a way forward. As long as humans have dreams and goals, they look for people who they can trust to make them reality. In other areas we call these people professionals.
More about Omar
Despite the fact that new technology is suppose to assist project managers to communicate project deliverable, but the emerge of Whats-app devastated the professionalism mean of communications between the sponsor/top management/ suppliers and the PM. It increasingly noticed that most of stakeholders started to share and send documents and request via Whats-aap, ignoring the most important aspect of project management, which documentation. imagine PM has to through away all his professional and standard and start to use wahtssap as main communication tool as well as planning and execution!!!
More about Bayhas
As the world becomes smaller and more people coming from different nationalities and different cultures and living in different countries are forming project teams, the most challenging skill that we expect from project managers nowadays is their ability to manage and handle virtual teams. We know that there's nothing better than face-to-face interaction, but globalization has made this almost impossible in so many projects now, and the project manager is challenged to handle a project team with so many differences. This requires exceptional skills using different virtual tools and platforms like trello, Gira, Monday...etc as well as exceptional communication skills such as building trust, leadership, negotiation skills...etc
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The major challenge that project managers always face is "Lack of Project Governance". Project Governance is the set of policies & procedures, processes, regulations and responsibilities that define the management and control of projects, programs and even portfolios. As a project manager you need to align your project's objective(s) to the strategic objectives of the organization to support in achieving and materializing it's vision. Lacking project governance will negatively affect the following: 1. Stakeholder engagement 2. Project team involvement and approach. 3. Decisions based of cost/benefit analysis and ROIs 4. Risk identification 5. Management support 6. others ...... To overtake this challenge, some organizations form a Project Management Office (PMO) to standardize all the project-related governance processes and facilitates the sharing of resources, tools and methodologies.
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managing expectations in the fast-paced world and transitioning to an agile approach and taking the organization with them.
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If we take a high-level perspective on the biggest challenge for project managers then there is only one answer: deliver the project scope on time and on or under budget. There are a variety of statistics on project failure rates such as 68% of IT projects fail (PMI) or 70% of organizations reported at least one project failure in the previous 12 months (KPMG). Is anyone concerned? Whatever the source of information, the success rate of projects is far less than 50%. Not only is this astounding but it is also incredibly wasteful and should not be tolerated. As professional project managers, we continue to be inundated by the litany of detailed reasons why projects fail. There are a variety of entities that offer project manager training to “fix us”. Guess what? It’s not working! Project methodologies need to be radically changed and the answer is to use new technology. Artificial intelligence, specifically machine learning tools, are the only way to increase project success rates to a significantly higher level than they are today. Find a way to disrupt your current project management processes with AI so that we can all be proud of project success rates.