Voici comment vous pouvez gérer un projet qui ne se déroule pas comme prévu en informatique.

Assess Reality: When a project in computer science isn't going as planned, the first step is to assess the reality of the situation. This involves taking a step back and looking at the project objectively. Identify the deviations from the initial plan, be it scope creep, missed deadlines, or unexpected technical challenges. Gather data from project management tools, team feedback, and performance metrics. For instance, in a recent project, we realized that delays were due to underestimated complexities in integrating third-party APIs. This assessment provided a clear picture of where we stood and what needed immediate attention. #ProjectAssessment #RealityCheck

Some ways to get started with would be: ● Promptly conduct a thorough analysis to identify the root causes ● Communicate transparently with stakeholders ● Realign the team with revised objectives ● Implementing risk mitigation strategies ● Adjusting the project plan ● Finally, ensuring to stay on track to achieve the goals despite the obstacles

Identify Causes: Once you've assessed the current state, it's crucial to identify the root causes of the issues. Conduct a thorough analysis to pinpoint the factors contributing to the project's derailment. This might involve reviewing the initial project assumptions, identifying bottlenecks, or understanding team dynamics. Use tools like fishbone diagrams or the "5 Whys" technique to delve deeper into the problems. For example, in one of my previous projects, we discovered that inadequate communication between development and testing teams was causing significant delays. Addressing the root causes is essential for devising effective solutions. #RootCauseAnalysis #ProblemSolving

Be versatile in being able to adapt to change in a project and events that may occur throughout a project. Being able to adjust is a very strong skill.

Adjust Plan: After identifying the causes, the next step is to adjust the project plan. This involves re-evaluating timelines, re-allocating resources, and possibly redefining project goals. Prioritize tasks based on their impact and urgency. Flexibility is key; be prepared to pivot or modify the project's scope if necessary. During a software development project, we had to reschedule certain deliverables and bring in additional resources to manage a sudden surge in requirements. Adjusting the plan ensured we stayed on track and minimized further disruptions. #ProjectPlanning #AgileManagement

Communicate Changes: Effective communication is critical when a project isn't going as planned. Clearly communicate the changes in the project plan to all stakeholders, including team members, clients, and upper management. Transparency helps manage expectations and reduces uncertainty. Provide regular updates on the progress and explain the rationale behind the adjustments. In my experience, holding weekly status meetings and sending detailed progress reports helped keep everyone informed and aligned, ensuring smooth implementation of the revised plan. #ProjectCommunication #StakeholderManagement

Implement Solutions: With a revised plan in place, focus on implementing the necessary solutions. Assign tasks to appropriate team members and ensure they have the resources and support needed to execute them effectively. Monitor the implementation closely to ensure adherence to the new plan. In a project where we faced integration challenges, we formed a dedicated task force to address the specific issues, providing them with clear objectives and timelines. This targeted approach facilitated a swift resolution and got the project back on track. #SolutionImplementation #ProjectExecution

First of all, it is important to make everyone aware that changes are normal (and expected) when it comes to software development. The longer the plan is, the more chance for having changes. The key is how to monitor, handle and learn with changes. A good software is that one that evolve with the new changes and feedbacks, accommodating and adapting for the new needs.

Once, I managed a large implementation project. After completing the functional design phase and signing the Statement of Work, the project spanned about 8 months before User Acceptance. I conducted in-person checkpoints with our external clients. We provided demos and collecting feedback. I categorized change order requests into three groups: -- Must-do items handled at no extra cost (minor nature or ambiguous design) -- Essential changes requiring additional charges/time -- Nice-to-have scope enhancements that would incur additional costs, require schedule adjustment Aligned the above with the technical architect, approved charges by our VP, negotiated with the clients. Timely communication helped to mitigate project risks.