Internal Issues In Project Management

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2.2 Internal issues
Although it might be a challenge to manage stakeholders, it’s a much worse situation when the project lacks stakeholder involvement The most common reasons projects keep failing are the following [SG94]:
Incomplete Requirements
Lack of User Involvement
Lack of Executive Support
Lack of Resources
Unrealistic Expectations
These 5 stand for more than 50% of failures in software projects according to the known standish group reports and don’t seem to change a lot. Report for the 1994 has almost the same list as the list for 2015 [SG15], which makes it clear that lack of common vision of project between parties involved in development is a serious threat, which can result in failure.
Although there are the ones who doubt the
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Some objectives will necessarily be concerned with improving an existing situation, procedure, process or product in order to address a weakness; in other words, they will be concerned with reducing or eliminating problems. In order to do so effectively, the problem has to be investigated thoroughly to determine whether or not the problem is serious and whether it is worth tackling. There are two commonly used tools for this purpose, Pareto analysis and cause and effect diagrams.…show more content…
What if It just is too large-scaled to deal with or the problem domain imposes certain constraints to how elaborate project plan could possibly become at the inception simply because of too much uncertainty, unknowns and dynamic nature of the domain.
Deliberate scope reduction
That’s when you’ll probably want to use so called “progressive elaboration” technique.
The concept of progressive elaboration refers to a project management technique in which particular project’s plan is being constantly and continuously tackled, modified, and improved as information concerning the project is becoming more and more detailed and improved to the project manager and his team throughout project life cycle as it unfolds [PMOK].
In result of processing new information inflow a new update to the project management plan will have the characteristic of being much more accurately drawn up and complete.
Newly formed plans are ultimately stacking up into a successive iterations as the project unfolds further, providing fundamentally essential ability to refine project plan while it’s already running, enabling management to kick off with a plan which reminds of preliminary sketch and refine
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