In this blog, we’ll look at typical challenges project managers face and observations on common themes across a wide range of projects.

I’m sure you will relate to the issues we are familiar with and manage on a daily basis. While project management may not be simple, it brings immense satisfaction when a challenging project meets deadlines and surpasses stakeholders' expectations. It’s also wonderful to see people grow and add to their skill set during a project. 

However, this role has many challenges. Where do we start?

A few examples include:

• Project implementation deadlines are set before any analysis or planning is completed.
• In some circumstances, it is unavoidable. Consider a deadline to fulfil a new statutory or regulatory requirement. However, the situation can work to your advantage because resource constraints shouldn’t be an issue in this scenario. 
• The project team provided inaccurate estimates.
• During analysis and planning, critical-path activities were overlooked.
• Key resource becoming ill. (Of course, this can’t be avoided, but backup support needs to be included in your plans.) 
• A deficiency in comprehension and experience with various methodologies. (This applies to PRINCE2, Agile and Waterfall.) 
• The development, infrastructure, data, cutover, or support teams' deliverables are not aligned. This may impact:
• Integration of legacy systems.
• Interfaces.
• Data exchange.
• Build of the To Be infrastructure.
• Security build and deployment.
• Post go-live support.
• Potential long lead times for critical activities. Examples include integration build, security testing and completion of remedial security activities.
• Change of business requirements.
• Issues with data quality.
• It is common to find that the data quality is much worse than expected when data cleansing activities start.
• Time required resolving issues with data quality.
• Resource constraints.

These are just examples of the challenges project managers face. We’ll look at ways to prevent challenges and risks from turning into issues later in the book.

Please find below my thoughts on managing these challenges.

• Project implementation deadlines are set before any analysis or planning is completed.

In this scenario the first step is to determine the minimum viable product to fulfil the requirement. On a regulatory project for a bank the governance was completed in parallel with the activities in order to meet the deadline.

• The project team provided inaccurate estimates.

Unfortunately, inaccurate estimates are very common. I always double the estimate if a new development tool is being used or a new type of integration is being implemented. Add the relevant contingency for activities you are unsure of.

• During analysis and planning, critical-path activities were overlooked.

The best way to mitigate this risk is to ensure you include all the relevant people in project initiation and planning. Teams working in silos increase the chance of overlooking critical activities.

• Key resource becoming ill.

Include backup support for critical project resources. Have the conversations as early in the project as possible to secure a replacement resource if required.

• A deficiency in comprehension and experience with various methodologies. (This applies to PRINCE2, Agile and Waterfall.) 

Training and mentoring are required to implement a new methodology. Many people have misunderstandings about methodologies, and projects are put at risk. Not understanding the Agile manifesto is one of the most common issues. Mentoring on a project is invaluable in this scenario.

• The development, infrastructure, data, cutover, or support teams' deliverables are not aligned.

On complex programmes an overall plan is required to ensure that all the teams' activities are aligned. This can be done without impacting the advantages of Agile.

• Potential long lead times for critical activities. Examples include integration build, security testing and completion of remedial security activities.

Issues with integration builds and security testing and remediation impact many projects. Complete these activities as early in the project lifecycle as possible and include contingency.

• Change of business requirements.

Business requirements change; this is a fact of managing projects. However, it is critical that you and your stakeholders understand the impact of the change requests. The stakeholders will not thank you if you accept changes and then fail to deliver on time and to budget. It is far better to agree that a request is put on a backlog with an agreed delivery date instead of putting the cutover at risk.

• Issues with data quality.

In many organisations issues with data quality are hidden. Key stakeholders you meet with during project initiation may not be aware of the problems. I've heard statements like, 'I'm sure the data quality is fine because we aren't seeing BAU issues. We're using this data to run the business.'

Analyse data quality as soon as possible and take the required action to meet quality standards. It is best practice to test with quality data that represents the To Be production data.

• Resource constraints.

Virtually every programme has resource constraints. Work to understand and agree on all resources in the initial phase of the project.

If you are working on a business-critical project and resource constraints are impacting progress, please work with the stakeholders to secure additional support.

These are some of the common issues we face with an overview of actions to mitigate the risks.

For more detailed information, please request a free copy of the Pathway Project Management Toolkit ebook.

Good luck with your projects!