June 2005

Five Obstacles That Stop Projects Dead in Their Tracks (And What to Do About Them)
By Deborah Hoard, Net Results

Sometimes you feel like Indiana Jones when you are managing a project. You duck poisoned darts, scramble out of an endless chasm, wrestle the treasure from a wayward colleague's hands, only to end up outrunning a giant boulder. While you might not literally experience these problems, you probably face five dangers that threaten almost every project and will stop it dead in its tracks if not handled correctly.

Obstacle #1: No Plan

Challenge
Too many projects need to be completed ASAP, and the tendency is to plunge right in. There doesn't seem to be time to plan, determine goals, or gather the correct resources.

Symptoms
You'll notice:

• Key milestones are missed.
• People are confused about their next steps.
• Goals conflict.
• Communications break down.

Solution
Develop a plan with clear goals, defined strategy and tactics, a budget, schedule, and evaluation criteria. Ideally, this plan would have been created at the beginning of the project, but it is still an effective tool to produce midstream to bring the project in line.

Results
You'll discover that your team wastes less time and the project moves forward faster. The plan provides a foundation for the team to work toward the same goals, and it also acts as a valuable reference throughout the process.

Obstacle #2: No Executive Buy-in

Challenge
Your project is in danger of being cancelled because key executives start questioning its validity.

Symptoms
You'll recognize this by:

• Sudden interest from executives about your project
• A meeting with a key executive about your project
• Email or phone calls from an executive with questions about the project

Solution
Once you've completed your plan, present it to management for their blessing. Your plan should accurately reflect management's goals and, therefore, obtaining buy-in will simply be a formality. After their approval, you'll have the executives’ commitment to the project, making it easier to work with their staff.

If your project is in progress, find a champion on the executive team to pave the way. Present a strong business case to obtain their approval. Be prepared to answer how the project supports the corporate vision and to share key points such as budget and timeline. Expect that you will need to alter some aspects of your project. Determine, in advance, how you will handle this.

Results
The sooner you obtain executive approval, the smoother your project will run and the fewer surprises you'll encounter.

Obstacle #3: Long Review Cycles

Challenge
You send the project to key team reviewers for input and it becomes lost.

Symptoms
Look for times when:

• Nothing can be done until the input is received.
• Key information is missing.
• Key milestones are missed.

Solution
At the beginning of the project, identify the people who will review the project and obtain their commitment to a quick review turnaround. Give them a few days' notice before they need to review something so they can arrange their schedules accordingly. However, sometimes even the best-intentioned reviewer is too busy to provide input. If this happens, try these tricks:

• Get everyone in a room and review the project together.
• Ask the reviewers who have not responded the materials to assign alternate reviewers.
• Ask their bosses to realign priorities for the delinquent reviewers.
• Ask the reviewers how you can make it easier for them.

Results
By obtaining their commitment up front and by giving reviewers a few days' notice, you'll find that most will provide input in a timely manner. And your project will stay on schedule.

Obstacle #4: Not Enough Resources

Challenge
Everyone is trying to do more with less. Companies no longer have the big budgets, large staff, and latest tools for projects. Project teams need to produce the same results with fewer resources.

Symptoms
You'll know this happens when:

• Key milestones are missed.
• Team members are burned out.
• You lack the correct tools or personnel to complete the project.
• The money runs out before the project is completed.

Solution
Identify creative ways to produce the same results. It is unrealistic to assume that a project that took 10 people and a budget of $100,000 can be done the same way with only three people and $25,000.

Some ideas

• Create realistic goals that are in line with the available resources and that use those resources most effectively.
• Assign tasks based on team members' core competencies.
• Bundle similar projects together. Roll similar projects together to save resources.
• Streamline procedures. What processes are getting in the way? Implement processes that help, rather than hinder, the project.
• Partner with other companies. Form partnerships that will allow both companies to achieve their goals with fewer resources.

Results
You'll be able to produce your project with fewer resources and keep your sanity.

Obstacle #5: Hidden Political Agendas

Challenge
Your project starts experiencing unexplained delays, and you are spending more of your time focusing your team’s energies on the project.

Symptoms
Be on the lookout for:

• An executive from another department hijacking your project
• A team member who is putting obstacles in the way of the project success
• Spending more of your time discussing the same project issues with no clear resolutions

Solution
Hidden political agendas are the hardest obstacles to overcome. Some ways to deal with them:

• Enlist an executive "champion" who has influence over the person making the political powerplay.
• At the beginning of the project, identify those team members you feel might have personal agendas and determine how you will handle them.
• Work with the "problem people" to help them achieve their goals within the project objectives.
• If possible, drop the problem person from the project team.

Results
By addressing political agendas head on, you will lessen their power over your project.

Now that you have these tools, you are ready to pack your bags, put that fedora on your head, and head out on another adventure to capture the treasure—a smooth-running and successful project.

Deborah Hoard, founder and president of Net Results, has more than 16 years of experience of successfully turning around critical marketing communications projects that are in danger of not making their deadlines for such top companies as Apple Computer, Inc.; Cisco Systems, Inc; Informatica, Inc; Maxtor Corporation; and Oracle Corporation. To find out more, visit www.get-net-results.com.