We discussed different aspects of project management during our last class, which are highly important and rewarding if applied properly in real life. However, some projects, if not most, can go towards unwanted directions or results.
In the company I work with, we had a project of launching a new system at a specific budget and within a very short time (6 months). Both cost and time were out of negotiation, so we couldn’t increase the allocated budget nor increase or extend the project period. This was a real challenge and a very stressful situation. So what did we do? We worked together, the project
manager and the functional lead, and put all our effort in planning the project from the different perspectives of a project, such as:
- Project integration management.
- Project scope management.
- Project time management.
- Project cost management.
- Project quality management.
- Project human resource management.
- Project communications management.
- Project risk management.
- Project procurement management.
It might sound a bit complicated, but with the help of PMBOK guide, which is a frame work for project management, we were able to plan and execute the project efficiently.
For more information on PMBOK guide, please click the below link:
Our project was delivered on time and within budget but of course the output quality of the project was not superb. Because the emphasis from the higher management was on time and cost, we had to deliver a lower quality system that suffered from minor issues which were considered as none show stoppers.
Another issue that has contributed to the output quality was the changing requirements of system users. As the project progressed, the end users of the system had a clearer picture of their requirements and how the system should behave in
different cases. Such requests for changing the requirements or adding additional requirements are handled by monitoring and controlling process. Most of the requested changes were considered as chargeable change request, which means that we have to pay additional cost to the system vendor, and this of course was unfeasible, hence, the change requests were declined and the system did not deliver the modified or additional requirements.
From management point of view, they were happy that the project was delivered on time without exceeding project budget, however, from end users’ view; they considered that the project did not fully satisfy their requirements.
I personally think that we could have achieved a better quality results if the project was scheduled for a longer period (more than 6 months) because for any system, it has to meet end users’ requirements, and because it’s the end users who are going to use the system, not the management.
Do you think we should deliver a project on the specified time and cost even if the project’s output suffers from errors?
How would you act if you are in a situation where the higher management is only concerned about time and cost but not performance?