What are the methods of problem analysis in project management

Every project is different and unique – however, failed projects often fail because they are similar types of problems. It's not hard to find examples of failed projects, but it may not be so easy to make a fair assessment of the issues that led to the failures. A project can be completed on time and within budget but still fails – it's hard to judge if a project doesn't achieve the desired results and quality.

Let's take a look at the most common project questions:

1.Poor planning – including not prioritizing effectively, not having a proper business plan, and not breaking down development into multiple phases.

2.Lack of leadership – If the project manager lacks relevant business or management expertise, this will lead to poor decision-making.

3.Personnel issues – lead to unresolved conflicts that can adversely affect the project. Project managers need professional communication skills to get everyone on board and on the same page.

4.Vague or changing requirements – It's critical to define project requirements clearly and completely from the outset. Change requests can cause projects to deviate and miss deadlines.

5.Life cycle issues – often caused by poor planning or changes in requirements. The initial testing technique should be rigorous to avoid repeat errors.

6.Inefficient communication processes – It's critical to keep everyone informed about the status of the project. Lack of effective communication can lead to errors and delays.

7.Underfunding – This issue is most likely to affect projects with changing needs.

8.Stakeholder Approval – Effective stakeholder management is the ability to identify individuals who may be affected by the successful outcome of a project. A skilled project manager will ensure a collaborative work environment where all stakeholders can analyze and discuss the project phases.

9.No timeline – There is no timeline for tasks, operational activities, and goals.

10.Missed deadlines – Delays in various phases of the project cause the project to miss the deadline.

If you want to avoid the ten most common problems in a project, the answer is simple – 8Manage PM project management tools can help you avoid project failure by keeping goals focused, assisting with resource planning, providing visibility, and facilitating communication.

Sometimes, employees do not cooperate with the work, or the partner does not carry out the work according to the agreement, resulting in the task cannot be completed on time.

What problems are often encountered in project management, this is different, everyone does not want to encounter the problem, and the way to deal with it is also different.

In the process of project implementation, there are often many unexpected situations, such as: planning problems, insufficient personnel capacity, progress can not catch up, resources and environment problems, etc., these problems are thrown to the project manager, so the project manager has become the busiest person in the project, either in the fire or on the way to fight the fire.

1. Lack of project progress tracking.

Focusing only on the current schedule of the project, ignoring the formulation of other plans for the achievement of the overall goal of the project, focusing only on the immediate and lacking long-term planning.

Response: 1. The project manager should plan the implementation path of the project and the objectives, scope and expected value of each stage in the start-up stage;

2. The plan for each stage should be comprehensive, including: schedule, quality, cost, communication, resources, risks, etc., which can be focused on according to different projects, but all need to be planned;

3. In the process of gradual detailing, some plans need to be synchronously assessed and the affected plans should also be adjusted synchronously.

2. Rely on institutional processes and ignore team self-organization.

Problem: Over-reliance on the organization's project management maturity and failure to take the initiative to engage in effective governance within the organization when members are not doing their part.

Response: 1. Clarify the organizational structure and responsibilities of members of the project in the initiation stage, and reach an agreement with the team;

2. In the process of project implementation, if any member does not perform his duties, the project manager needs to communicate and deal with it in a timely manner, and must not do the relevant governance work for fear of offending people, and ensure that the project members seek their own policies and fulfill their responsibilities in their positions.

3. Assess risks for individuals and simplify the assessment process.

Problem: The impact assessment of risk issues is too optimistic, and effective countermeasures are not identified and formulated in accordance with the standard risk management process, resulting in risk problems from small to large and finally out of control.

Response: 1. Create a risk register, establish a risk assessment mechanism, track the effect of risk response strategies and other processes and mechanisms, and the management of all risk problems is identified and responded to in accordance with the process;

2. All risk problems, regardless of size, must have a "sense of awe", strengthen risk awareness, identify and respond to the process, and do not think that they are "small risks" and skip the relevant processes and simplify the treatment.

The project has major problems in terms of project management:

1) The quality management of the project is not carried out according to the requirements of the company's quality management system, and the team members have no quality awareness;

2) There is no standardized quality management plan and process, and the project manager only replaces the standardized quality management based on experience;

3) There is no full-time project quality management personnel;

4) Failure to carry out effective quality assurance and quality control;

5) Failure to carry out effective configuration management and system testing;

6) The project plan is too simplistic and sketchy, and the plan has not been reviewed;

7) Team members are not fully involved, and the project manager is only responsible for formulating the project plan;

8) In the process of implementation, no effective stage review mechanism has been established (technical solutions have not been reviewed);

9) There is no timely and effective monitoring of the implementation of the project, and problems are not found in time;

10) Despise the preparation of documents, and the project documents are almost blank;

11) The project department lacks professionals who are familiar with the field of environmental protection, and does not carry out relevant training;

12) The communication with customers is not done well.

A friend asked me how you understand project management after being in project management for so long.

I couldn't help but think.

Project management, I went through three phases:

Phase 1:A blind man touches an elephant。My first job was in a well-known communications company, and I was responsible for some tasks such as scheduling, executive monitoring, and publishing in addition to development.

and other work. My role is the project leader, and the size of the team varies according to the size of the project, ranging from three or four people to more than ten people.

Phase 2:There is no such thing as a cave。After being fortunate to participate in the training of PMP in the United States and senior project managers in China and passing the certification, I began to look at the project from the overall framework of project management, think about problems, and start to think about how to jump out of specific projects to form sustainable capabilities for myself and the team;

Stage 3:Self-contained。In recent years, I have been fortunate to join a well-known Internet company, and have been deeply exposed to the product development process and agile R&D model of the Internet.

A large number of project practices I have accumulated have many difficulties across teams, roles, regions, and even organizations, and the team has a strong demand for project delivery and process improvement. Therefore, I began to take the initiative to think and summarize, combined with project practice and existing theoretical systems, and gradually precipitated a set of my own framework to accelerate problem solving and team guidance.

The third stage mentioned above is a long road.

For project management, there are many experiences, pick one or two:

Communication is by no means "it's over when it's said", it's not just "it's over when it's clear", it must be "it's OK when it's effective.""

Always be alert to risk

Participate in the whole process

It's about managing the project, with the business and the product in mind

It's the project that manages, and the team that serves

Anything can be a project

Extend outward