7 Reasons Why It is Difficult to Manage New Projects (Or Inherit an Old One)

As a project manager, you need to assess the culture, your role, your team, how problems escalate, what your responsibilities are and how to tackle edge cases (delays, problematic team members, running out of budget, handling scope creep, disagreeing with a client, etc.)

And within the right environment, everyone follows the company mission statement and the core principles of the organization. This will turn your decision-making process into a quantifiable, well-oiled machine, which should facilitate the team and get the work done.

Project management is, in theory, the activity of ensuring a project’s success within an organization.

The Ideal Scenario

Your boss (senior manager or the C-suite in smaller companies) is reasonable, passionate, open to adopting better workflows, caring, a hard worker, and a prolific industry expert. He’d discuss the process of landing new projects and assembling workforce, too.

The project is, more or less, on track. Sure, a project that runs itself alone doesn’t need a manager, but you probably don’t want to start with a gig that’s 6 months behind and due next month.

The team is motivated, capable of executing, eager to learn and solve problems.

Clients are just fine. Everyone wants results ASAP and looks for shortcuts. But there are certain extremes you’d like to avoid.

Ideal scenarios rarely exist.

Image from www.dilbert.com

The Real Situation

However, the role is integral across companies in different industries where employee count varies from 5 people to tens of thousands of employees. Add different workflows and internal processes to the equation and you end up with a large variety of skills (or approaches) which apply to different organizations.

For instance, we’ve just completed a 3-month trial with a project manager coming from a completely different industry. She couldn’t adjust and become effective in our team – and we had to part ways.

After posting a new job, we’ve received 150 applications in a week. 40% of them were traditional PMs with PMI/PMP or PRINCE2 certificates used to working in enterprise organizations, slow-paced environments, 3–6 month long sprints and various decision makers.

We’re much more agile and those profiles aren’t a good fit for our team of 30+ which works in a more dynamic and fast-paced way.

Difficulties in Managing New Projects

Joining a new company and managing new projects comes with their own list of horrors. Here are some of them:

1. Dealing with a New Company Structure

Companies tend to organize their structure in one of the three popular ways:

  • Functional organizational structure
  • Project-based organizational structure
  • Matrix organizational structure

Each approach determines the role of the PM in the organization and their day-to-day activities.

Which could span across several different areas as well.

If we take Henri Fayol’s techniques into account (who authored the 14 principles of management), the core areas a project manager focuses on are:

  • Planning
  • Organizing
  • Leadership
  • Coordinating
  • Controlling

The amount of time a PM spends on each activity depends on the stage of the project, the maturity of the company, and the rest of the team.

2. Building a New Effective Workflow

A project manager may be in charge of defining business processes, sparking motivation within the team, handling conflicts within the organization, overcoming objections indicated by product owners, writing project documentation, facilitating discussions between different members in the organization.

manage new projects

This also includes reporting, coordinating workflow with senior management, allocating resources for each sprint/interaction, identifying key players for a project – and often juggling with multiple projects at once.

When you think about it, there’s a lot of “organizational” and “coordination” work which isn’t directly tied to a specific project. Building the right organization and creating the right workflow is paramount for other ongoing and future projects within the company.

This is why a PM may be less involved in a project’s day-to-day activities as they tackle other strategic areas of the business development process.

3. Leading a New Team of Different Personalities

From my perspective, it’s a fine start – it means there will be some obvious problems to start with. There are low-hanging fruits, too, and improving the team efficiency and productivity is a no-brainer (minimal effort in the right direction will get some decent results).

Of course, this usually means a ton of work and having to break some eggs for an omelet. Toxic people will need to go away. Interpersonal conflicts should be put to an end. Slacking has to be limited to a great extent.

You will make some enemies along the way — it’s inevitable if you’re leading the change. There’s no way around it unless you quit and try to find a friendly and positive place in a well-funded startup where everything goes according to plan.

4. Setting up Priorities

One of the crucial questions to answer is:

Who do I serve?

Since you can’t please everyone, you need a specific purpose:

  • Your CEO/direct manager
  • Your staff
  • Or your own reputation
  • The revenue (or your commission or something)
  • The purpose of the organization
  • Investors or board members
  • Some 3rd party partners/peers
manage new projects

Most people would pick senior management or cash. That’s not the only choice so pick wisely.

Once you know the answer, find out what the action plan is. Create a SWOT analysis of the business plan, your team, the financials, projects, or anything else you’ve got in place.

In case some contracts are more profitable and fruitful than others, put more resources there. If some employees show tons of potential, promote them or give them some authority over the toxic staff.

That assumes you can assess the situation properly in a limited amount of time.

Then, turn the page and find out what needs to go away. People, projects, processes, tools.

5. Filling Gaps from Former Management

The next step is “filling in the gaps”. Some restructuring has taken place and you lack strategic roles. This often comes in parallel with the previous phase, i.e. you’re losing manpower when you fire people so you need a contingency plan to fill up the quota. But sometimes, we’re talking about no loss when hiring someone who literally does nothing for 160 hours a month.

The pace of the change depends. The process itself can vary, too – you can start gently with some motivational talks, pumping up the team. Or jump straight in and revamp everything before you even introduce yourself to everyone.

If this is your first time as a manager, this may be an inappropriate place to start. It’s a challenging case that requires some experience in office politics, business development and growth strategy, finances, business processes in the industry, and then some. If this is outside of your comfort zone, it would be wiser to refuse the role and find something easier for starters.

Otherwise, it’s still a risky move. On the bright side, given a proper leadership sitting on top, you may be looking at a VP role or even a C-Suite position in a couple years from now.

6. Dealing with Crappy Scenarios

crappy scenarios managers usually deal with

Your boss is clueless. Senior management decisions are poorly planned and executed.

The project is a mess. You’ve entered a minefield with poor industry practices and ridiculous execution, delayed time frames, false promises.

The team is cherry-picked from “The Office”. You end up with demotivated, poor performers, assigned to the wrong roles, who couldn’t care less about the company or the project.

The client is demanding, cheap, and had been promised the world.

Now, you can try to do miracles but the outcome would likely be negative.

7. Doing Technical Adjustments

When we hired our VP of Engineering, he came with some sensible (and legit) improvements to the technical process which we couldn’t enforce earlier. His tactic differed from ours in several different ways, the two I can name are:

  • Introducing a new motto for the dev team being “stressless environment”, meaning that all of our processes aim for calmness of mind, limited overtime or late night emergencies whatever the reason.
  • Gamifying penalties by teaching a lesson without causing far too much stress. For instance, he never drinks alcohol yet he charges a bottle of whiskey and stacks these on his desk, as a badge of honor and a firm reminder in the future.

In another aspect, our deployment process wasn’t streamlined enough. We ran a couple of revisions of our git workflow and found some ways to work around longer deploy cycles. Also, he built our Deployer Bot and introduced a daily process of signaling a deploy in the morning, scheduling a time, preparing task links and a pull request, and assigning for a code review to the senior tech leadership.

Needless to say, this was convoluted at first, but failing to request that led to some unpleasant bugs missed by the QA team or merged branches which weren’t properly structured. After some back and forth (and a quantifiable comparison), teammates started utilizing the deployer bot and enjoyed the painless process of launching with the calmness of mind (with a couple of safety nets after pushing their PR).

The Bottom Line

Bottom line, convince your crew that those best practices are not a bureaucratic overhead that they’re used to but actually bring value to the team. Use practical examples, tasks, pull requests, commits, business scenarios, customer requests. It may take a few turns but gradually, the team will agree to give this a shot.

Your thoughts?