How to Minimize Delays in Tech Projects

Projects across all sectors of business are invariably time-sensitive and they each have their own set of probable and improbable problems to deal with. However, the potential issues that may delay a tech/IT project are myriad and complex. That does not mean these issues cannot be mitigated and dealt with, of course, since successful IT companies do so regularly. In this post, we are going to look some of their most effective methods, so that even burgeoning tech entrepreneurs can use them to avoid unnecessary delays in project completion.

https://www.pexels.com/photo/man-in-black-crew-neck-t-shirt-sitting-beside-woman-in-gray-crew-neck-t-shirt-3153201/

Micromanagement: Micro Goalsetting

Micromanagement is of the utmost importance for streamlining and improving a product-oriented project’s final outcome. Micro goalsetting is one of the key methods used by project managers for speeding up the production/development with a process-by-process approach.

Micro goals should be designed to act as milestone markers for the final goal, and steppingstones for the next set of micro goals. When coupled with project visualization, this time-tested tool of micromanagement keeps all team members aligned, oriented, and in synchronization with the mapped timeline.

Visualize Every Step of the Project in Real Time

Using a Gantt Chart for project management makes it possible for everyone on the team or connected to the team to visualize the entire project with real-time updates. A well-designed Gantt chart application enables the project manager and other authorized project members to:

  • Understand the project, its processes, and activities as an interconnected chain of steps that lead to a set of goals.
  • Create and visualize a product development roadmap with process-specific small and big goals.
  • Track individual and team progress in real time.
  • Communicate with each other directly on the visual interface.
  • Identify present problems that are holding up faster progress.
  • Identify future problems via the benefit of the helicopter view, which a Gannt chart provides.
  • Identify and prevent scope creep.
  • Prevent delays by making provisions for all deduced and impending bottlenecks.

Understanding and Bridging the Communication Gap

There must be effective communication between a technical team in charge of a project and nontechnical, business-end departments that are also connected indirectly to the project. Effective and meaningful communication between them is necessary to facilitate successful collaboration because failure to achieve that will inevitably lead to unnecessary delays.

Although there is always room for customization to best suit the situation, there are a few established standards that businesses follow to bridge that gap.

  • When possible, create a single, independent team of all essential technical and non-technical workers or streamlining all project processes.
  • When the above is not an option, add a few key individuals from each nontechnical department for better communication and collaboration.
  • Essential nontechnical members/departments are to be involved with the project, right from its planning stage.
  • Ensure that nontechnical team members and/or other collaborating departments are kept updated with the project’s progress.

Alignment should be the goal and driving force behind each step taken to encourage collaboration between technical and non-technical departments/team members.

Communicate in Clear Terms with the Client

The steps, goals, timelines, and deadlines of a product in an IT project are always subject to change, as there are several factors that can affect each facet of a project. For example, it is not uncommon for clients to want changes, additions, and/or omissions that were not defined in the original project’s documentation. The project manager should reserve and exercise their power to say no, in case the newly expected changes are beyond the feasibility of the project’s current scope.

Even if the expected changes are deemed feasible by the project manager and his/her team, the client must be willing to renegotiate the project’s scope, budget, and deadline. A project manager cannot logically succeed in achieving the project’s goals by pressurizing their development team to meet unreasonable client requests, without factoring in the new scope. If a project manager does take that route, the product’s quality will suffer, and delays will become inevitable.

The client will not appreciate or accept any of that because they were not made aware in clear terms of the potential problems in the final product, which may arise from accepting their request(s). It means that the project manager will be held responsible for client dissatisfaction and/or client loss, as well as poor asset management.

As previously mentioned, communication and collaboration between everyone involved is the key to successful and timely product delivery. If a PM fails to acknowledge and communicate the risk of scope creep to the client in definitive terms, neither the client nor the vendor can benefit at the end of the project.