Assume you are an IT manager and one of your projects is failing. You were again
ID: 3698181 • Letter: A
Question
Assume you are an IT manager and one of your projects is failing. You were against the project from the start; however, the project had powerful sponsorship from all of the top executives. You know that you are doomed and that the project is doomed. The reasons for the failure are numerous including the initial budget was drastically understated, the technology is evolving and not stable, the architecture was never scaled for growth, and your resources do not have the necessary development skills for the new technology. One of your team leads has come to you with a plan to sabotage the project that would put the project out of its misery without assigning any blame to the individuals on the project. Describe how you would handle this situation.
Explanation / Answer
No failure is permanent is what you should treat this situation like.Involving the team and listening to other members of the team should only help.
As soon as others are involved, they are entitled to the same consideration and to share the empowerment process. It means building a committed and coordinated team environment, which is one of the key elements of good project management
The manager who believes that it is their prerogative alone to organize, direct and control the entire project is doomed to poor results. Empowered people work more enthusiastically, respond faster, take a pride in their work and the results show up in the timeliness and quality of the product.
On the other side of the coin, your own empowerment means nothing if those from whom you will need support for the project have not been properly informed, especially in a matrix type of environment as most organizations really are. So check it out. If anyone is not aware of your new authority and responsibility, go back and ask for the situation to be clarified.
Learn form your mistakes and correct them even more faster.More emphasis to be laid on controlling the cost.Many people think that they are controlling cost when they approve invoices or sign cheques. In reality, the cost is already long since committed at this stage whether payment is made or not. Cost must be controlled at the planning stage. It costs little to make changes to the plans at this stage but the impact on the final cost can be quite significant. Therefore it is essential to establish realistic cost estimating for every component of the project before it is committed to implementation.
It must also be realized that project costs that are already committed or expended are sunk costs and cannot be controlled further. Only future uncommitted costs can be affected and therefore controlled. Consequently, the primary focus of all project management cost reports should be on estimates of future costs, and hence on the total cost-to-complete of each component of the work.
Add more resources from other teams as floaters who know the technology and can train the ones already in your team.