Despite the popularization of the IT sector in companies, with its presence even in startups or small and medium-sized companies, several problems still occur for corporate executives to refuse projects. It’s not interesting for the team and it is often the very company that loses by refusing investment for that project.
Sometimes it’s not the quality of what will be executed that is at stake, but other failures that can be avoided by the IT staff when producing the project. Want to know what the greatest challenges of approving an IT project are? Keep an eye on this post.
Not aligned languages
While TI has its own work metrics, the financial sector of an organization works in a completely different way. The ideal is to align your proposal with what is evaluated by the company. Remember that it is necessary to have affinity between IT staff and the executives for the project to be executed – and they know it too. Therefore, talk to the managers to better align with these parameters.
Lack of clear objectives
Managers seek to know exactly where they are and where they’re going. They want to know what the project will bring of real benefit to their company and they know that projects without clarity or without well-defined objectives may result in losses. The ideal is to have a professional and mature team, which can observe where they really can get – and don’t create unrealistic or too abstract goals. Therefore, define clearly what the goals of the project created are.
Little power of persuasion
For your project to be approved, it’s necessary to have communication and persuasion abilities so that the managers will accept to invest time and money in it. If you haven’t mastered that quality very well, try to submit project ideas to other people who are part of the organization. They’ll give you tips from your project evaluator’s profile and you’ll know what can be changed or not.
Not considering the project risks
Some professionals avoid presenting the project risks because they think that by showing this “negative” point, the managers may be discouraged to accept the investment. However, what happens is just the opposite. Every IT project involves risks and a professional who does not present them is unprepared to deal with them. So do mention the project risks, but point solutions for each of them.
Not showing where this project has already worked
This hint is really valid for projects with more daring or innovative methodologies. As much as you try to make it look completely innovative, executives may think this is an insecure way of acting, since there’s no way to measure whether it has been successful or not. If the project is an adaptation of a successful model, show where it worked and, more importantly, improve it. This type of comparison gives more security for the company to rely on your idea.
