Top 3 Obstacles That Can Be Mitigated by Utilizing a Project Manager Earlier in the Project Process

Utilizing a Project Manager earlier in the Project Initiation Process can eliminate many obstacles. Here are the Top 3.

When embarking on a hardware or software IT project, success often hinges on planning, communication, and adaptability.  While technical expertise and vision are critical, the project’s execution requires the guiding hand of an experienced project manager (PM).  Engaging a PM early in the project initiation process can mitigate significant obstacles that often derail timelines, inflate budgets, or diminish quality.  Let’s explore the top three obstacles that can be addressed by involving a project manager from the start.

1. Streamlining and Accurately Gauging Project Timelines

A common challenge in IT projects is underestimating their complexity and duration. Pulling in a seasoned project manager at the outset can help streamline processes and more accurately determine how long the project will take. Here’s how:

• Clarifying Client Needs: PMs can bottom-line what work the client truly wants to achieve, avoiding misunderstandings or overpromising on deliverables.
• Establishing a Starting Point: By gathering a clear picture of the client’s current state of affairs, PMs can establish accurate baselines and identify which business areas need to be involved.
• Sorting Available vs. Missing Information: PMs ensure the team knows what information is readily available and what needs to be developed. Gathering required information often takes more time than initially estimated, and early recognition of this avoids timeline pitfalls.
• Vendor Coordination: A PM provides partnering vendors with accurate current-state data, leading to better-defined Statements of Work (SOW) and more reliable cost and activity estimates.

2. Comprehensive Scoping of Client Business Areas

Another significant challenge is ensuring the project’s scope includes all relevant areas of the client’s business.  An experienced PM can:

• Prevent Scope Creep: Adding extra business areas post-SOW or after project kickoff often inflates costs and delays timelines. A well-scoped project avoids this.
• Assess Data Readiness: PMs can identify if the required data for project inputs is available or needs to be gathered, allowing for more realistic planning.
• Resource Allocation: Knowing who handles what within the client’s business becomes easier with a PM who has experience with similar projects.
• Accurate Costing: A thorough understanding of the scope enables more precise cost estimation and budgeting.
• Holistic Infrastructure Insight: A PM who understands how infrastructure and software integrate ensures a more meaningful and productive scope interview, surfacing key questions during the planning phase.

3. Enhanced Risk Management and Mitigation Strategies

Risk is inherent in every project, but experienced PMs can significantly reduce its impact by implementing proactive management strategies. Their expertise allows them to:

• Identify Risks Early: A PM with a wealth of experience can spot potential risks – technical, operational, or external – before they escalate.
• Leverage Prior Relationships: If the PM has worked with specific business areas before, they’ll have insight into their responsiveness and reliability, which aids in planning.
• Facilitate Communication: By flagging potential risks early, PMs foster open discussions among project participants, encouraging collaboration on workarounds or alternative solutions.

Conclusion

Involving an experienced project manager early in the project initiation process is not just a logistical choice but a strategic one.  From streamlining timelines and ensuring comprehensive scoping to enhancing risk management, their expertise transforms potential obstacles into manageable challenges.  The result?  A smoother project journey, delivered on time, within budget, and aligned with business objectives.  If you’re starting a new IT project, consider bringing a PM onboard right from the beginning – it’s a decision that pays dividends in every phase of the project lifecycle.

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