Project Risks: Challenges in Project Management

This document discusses the major challenges faced in project management, specifically in the context of the VoIP/G-suite project. It covers topics such as unclear goals, inadequate communication, unrealistic deadlines, and earned value management. The document provides insights and strategies to overcome these challenges and ensure successful project implementation.

Running head: PROJECT MANAGEMENT
Project Management
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Project Risks:
Project management is considered to be a comprehensive as well as complex field of
work which is seen to be requiring extensive practice as well as skills, knowledge and expertise.
Even after the existence of the plethora of resources as well as certifications and expert advice
the VoIP/G-suite project still is seen to be associated with facing a lot of challenges (Kerzner &
Kerzner, 2017). Each project is considered to be unique in terms of the scope, objectives and the
requirements of the clients and in addition to this there is no existence of any kind of common
template for making the project development life cycle become easy, and by analysing the entire
scenario five major challenges have been identified and they have been listed below:
Unclear or Undefined goals:
The unclear or undefined goals might be associated with acting as one of the major
reason behind the failure of the VoIP/G-suite project and this might happen if the objectives and
the milestones of the project are not defined in a clear way for the purpose of measuring the
progress.
For this reason the process related to setting the short term as well as the long term goal
of the project needs to be done efficient as well as thought in a well-mannered way (Meredith,
Mantel Jr & Shafer, 2017). The absence of any kind of clearly defined goals is associated with
leading to various kind of unnecessary confusions as well as miscommunications but might be
also associated with leading to missing of those milestones which are very much important.
Milestones are associated with helping in measuring of the team as well as the project
progress and in absence of ant properly defined goals, the project manager would be bound to
lose a track of the project progress in terms of the cost as well as time.

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Inadequate communication:
Inadequate is another biggest barrier in the process of successful implementation of the
technology. Any kind of miscommunication or lack in communication is capable of having a dire
impact upon the project as well as upon the team collaboration. In case of the VoIP/G-suite
project the communication needs to be done on a timely manner which should be transparent in
nature (Larson & Gray, 2017). Despite of the nature of communication that weather it is one-on-
one or daily scrum or weekly sprints, the team associated with the VoIP/G-suite project should
necessarily be at the par with the exact situation of the project along with each and every thing
which is seen to be coming with it that is the issues, the prevailing risks and the requirements of
the clients.
Unrealistic deadlines:
Meeting the deadline and completing the project is another major challenge which is
faced by almost each and every project. Delays are generally considered to be normal while
achieving the different milestones in a project but still it is possible to prevent the VoIP/G-suite
project from going off the track. This can be done by means of monitoring the entire project from
the very beginning (Heagney, 2016). In addition to this it is also very important to keep the
customers in synchronized state and in case if there is sudden request from the customer related
to certain changes then it would be associated with posing certain type of threats related to the
timely completion of the project. Usage of the timing activities are capable of making huge
contributions in helping out the project stay on schedule.
Earned value management:
Earned value management is associated with helping the project managers in measuring
the performance of the project. This is the systematic project management process which is used

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for the purpose of finding the variances in the project depending upon the comparison of the
worked performed and the work which has been planned. The Earned value management is also
used upon the cost as well as schedule control and can turn out to be very much useful for the
purpose of forecasting the entire project (Harrison & Lock, 2017). The project baseline is
generally considered to be an essential component of the earned value management and is
associated with serving as the reference point for all the activities related to the EVM. EVM is
associated with providing quantitative data for the decision making of the VoIP/G-suite project.
Three key EVM metrics identified for the project which are to be used is associated with
including the following:
Planned value: This the Budgeted amount through the current reporting period. This is the first
element of the earned value management and this planned value is generally considered to be the
approved value of the work which is to be completed within the time provided. This is the value
which is to be earned in accordance to the schedule. So it can be stated that the Planned Value is
the authorized budget which is assigned to work to be accomplished for a particular activity or a
WBS component (Milosevic & Martinelli, 2016). It is possible to calculate the Planned Value
before the work starts which is also associated with acting as a baseline and the total planned
value for the project is also known as the Budget at Completion.
Actual Cost: This is the actual cost to date. This is considered to be the second element of the
earned value management. This is considered to be the total cost which is incurred for
completing the actual work within the date or it can be stated that it is the amount of the money
that has been spent up to date (Kerzner, 2018). So it can be stated that actual cost is the total cost

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which has been actually incurred for the purpose of accomplishing the work that has been
performed for an activity or a WBS component.
Earned Value: This is the total budget multiplied with the percentage of the project which is
completed. This is the third and the last element of the Earned value management. Earned value
is the value of the work which has actually been completed to date and is associated with
showing the value which the project has produced on the data when it has been terminated
(Nicholas & Steyn, 2017). Earned value is also defined as the value of work performed and is
expressed in terms of the budget which has been assigned to that work for an activity or WBS
component.

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References:
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Heagney, J. (2016). Fundamentals of project management. Amacom.
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John
Wiley & Sons.
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E. W., & Gray, C. F. (2017). Project management: The managerial process. McGraw-
Hill Education.
Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial
approach. John Wiley & Sons.
Milosevic, D. Z., & Martinelli, R. J. (2016). Project management toolbox: tools and techniques
for the practicing project manager. John Wiley & Sons.
Nicholas, J. M., & Steyn, H. (2017). Project management for engineering, business and
technology. Routledge.