The project that I am thinking about for this assignment was, not an instructional design related project but rather, a project that I worked on with a previous employer of mine in the interior design field. The challenge with this particular project was scheduling. When we took on this job we knew meeting the deadline was going to be difficult. As the project progressed, the reality of hitting the deadline date was becoming a far reach. The issue that arose was not that we were going to be late but that my boss never let me communicate this with our client. As the date approached the lie of making the deadline date just continued. We did miss the date and the delivery did not take place until two weeks passed the original promised date.
This project was a failure. Not only was the client unhappy but the brunt of the clients frustration laid on my shoulders, because I was the client liaison. It was my job to try and keep the client updated and happy. I couldn’t do this. My boss never allowed me to stay in constant communication with the client. Had I been able to provide regular updates I do believe we would have had a much happier client. “When project information is determined accurately and completely and shared effectively, project manager’s dramatically increase their chances of project success. When pieces of this information are vague, missing, or not shared effectively, the chances of success are reduced.” (Portny, et al., 2008) And that is what happened with this project.
If an open door of communication would have been maintained then the client would have been able to make adjusted on their schedule to accommodate for the delays on our side. My part of the project management process in this job was to control and address problems as the occurred. Upper management made controlling the outcome of this project very difficult and as a result we lost the client.
This project failed to meet the expected performance and goals .
References:
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project Management Planning, scheduling, and controlling projects. Danvers, MA: John Wiley and Sons, Inc.
Hi Liz - I enjoyed reading your blog this week as it brings to light a common frustration of not having the authority at times to do what you know should be done with the project, in your case communication with the client.
ReplyDeleteOne of the key themes continuing to surface is the need for effective communication with all stakeholders in our projects.
Hi Liz,
ReplyDeleteYour blog this week highlights one of the major frustrations of project managers. We have the responsibility to get the job done but in many cases lack the full authority.
As project managers, we know that communication with stakeholders throughout the process is key to successful outcomes. Yet, too often, for reasons outside of our control, communication is hampered. The project manager is responsible for the project’s success but does not always have the authority to make important decisions. In your case study, someone with more authority than the project manager made decisions that led to the failure of the project.
In the Statement of Work (SOW) there is a section dedicated to the assumptions we make before beginning a project. One of these assumptions can be that information is shared with all stakeholders, including the client, at different intervals in the process. “At a minimum, project managers should consider providing project progress reports to supervisors, upper management, the client or customer, project team members…” (Portny, Mantel, Meredith, Shafer, Sutton, Kramer, 2008, p. 362). Including in the progress reports items like the accomplishments and details of the project, along with the issues being encountered and the changes to the plan helps to communicate the status of the project and prevent misunderstandings (p. 362).
Of course more communication often leads to more work. It is likely that if the client finds out about the problems meeting the deadline, they would want to hasten the process and create additional problems for the project team. Knowing this, the upper level management may have opted to not share until it was too late to make changes mid-process. On the other hand, the upper level manager may have thought that already too much had been invested in the project and it would be easier to plow on ahead than to change the scope and spend more time and resources on it. Leaders often have “difficulty abandoning the resources they have sunk into the implementation plan” (Beach, 2006, p. 105). This is also known as ‘escalation commitment (2006).
The bigger problem may have been accepting a project where the deadline was already unlikely to be met. I know that this is something I struggle with, but with experience am beginning to get better at. Portny et al (2008) offers some advice on how to improve time line estimates. They suggest that activities be defined clearly and specifically. Further, they insist that activities be subdivided until the activity described can be reasonably completed in two weeks. Be clear where the activity starts and where it finishes.
Reference:
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E. (2008). Project management: Planning, scheduling, and controlling projects. Hoboken, NJ: John Wiley & Sons, Inc.
Liz,
ReplyDeleteThis was an unfortunate experience, and although on “paper” you claim it as a failure, I tend to look at these events from the lens of learning opportunities. Although your boss, which we cannot argue with; stymied your growth and success with the client. This is where I find myself in trouble – and I am fortunate to work in a place that tolerates my “assertiveness” in particular situations. The key I am finding is when those situations arise. I suppose, we could call it “choosing our battles”.
As liaison, it is also surprising that you did not have the authority to do your job – which is essentially communication between individuals. I agree with our resources, and your statement, “when pieces of this information are vague, missing, or not shared effectively, the chances of success are reduced.” (Portny, et al., 2008). From my perspective, a few positives from this experience include the experience itself, your ability to recognize and manage employees who may supervise you, yet with these newfound tools, you can manage them. In other words, even the more unexpected and negative experiences can produce positive changes. My only suggestion is in the future, know your chain of command and if this scenario repeats itself, you can within reason, go above your boss with these issues to avoid the loss of a client.
Regards, Constance
Portny, S. E., Mantel, S. J., Meredith, J. R., Shafer, S. M., Sutton, M. M., & Kramer, B. E.(2008). Project management: Planning, scheduling, and controlling projects. Hoboken,NJ: John Wiley & Sons, Inc.