3.6 Ways a Project Manager Can Minimize Problems

During development unforeseen problems usually arise. It is the responsibility of the team member who represents his group to keep the team apprised of a problem. The Project Manager should keep an eye on any problems. Problems can usually be associated with a feature. The first thing the Project Manager should do is determine if the problematic feature is a pregnant process. Pregnant processes are more difficult to manage since it s harder to put more people or more money on the problem to fix it. The Project Manager should meet with the manager responsible for the area with the problem. This should be done as soon as a problem has been identified. Keep the meeting light and informative. The goal of the meeting is to understand the scope of the problem and to create contingency plans. There are many things that can be done if a problem is identified in the opening stages. The longer you wait, the fewer choices you will have and the harder the choices will be. Many problems that are discovered early in the process never become critical and don t affect the project schedule. Make sure the manager who owns the problem knows the Project Manager s goal is to help solve the problem. By supporting the manager, the Project Manager will gain trust. Once the word gets out that a Project Manager helped facilitate solutions, fellow employees will trust the Project Manager, and the Project Manager s job becomes easier. It is easy to make a small problem into a big one. The meeting s goal is to create a contingency plan. Consider the problem to be like a hot day in the middle of a dry and grassy valley ”you want to keep your eye on it, and if it starts to flair up be ready to bring in the firefighters. Project Managers who don t tackle problems when they are hot spots and wait until they become fires are called fire-fighters. Firefighters receive a lot of corporate exposure; they usually don t get their projects out on time and on budget.

The time “money “feature triangle (see Figure 3.1) is one of the few laws of project management. Project Managers and corporate management must remain realistic when a problem arises. The time “money “feature triangle can t be broken. The time “money “feature triangle states: The only ways to shorten a process is to spend more money on it (this usually means more people), or to sacrifice features; the only way to save money is to shorten the time, usually by cutting features or by adding more people to the process; if a feature is essential, you will need to either spend more money on the project (more employees) or slip the delivery date. Pregnant processes are the lone exception. No matter how much money you spend on a pregnant process you will never shorten the time. If features on a pregnant process can be cut, however, the time may be shortened .

Figure 3.1: Time “Money “Feature Triangle

Experienced managers will know which angle in the triangle to cut to receive the desired outcome. Unrealistic managers will ask a team that has a problem to get the project out on time, fully featured, and without additional expenditures. This usually results in projects that are over budget and delivery dates that slip. The unrealistic manager will be given the answer he wants to hear; he will not be given the tools needed to make realistic decisions. This creates internal public relations problems and emotional turmoil. Some problems can t be fixed. This will cause the project to slip. It is better for the company to know as soon as possible that a project will slip, so contingency plans associated with the slip can be put in place.

3.6 in a Nutshell

Unforeseen problems arise that result in additional expenses and modifications to the project schedule. It s best to:

• Facilitate communication on the team so potential problems are brought to light early.

• Meet with the people who have the potential problem early on.

• Don t blame, find solutions.

It s true: If all projects went smoothly there would be no need for a Project Manager. A good Project Manager minimizes the effect of problems.