The real challenge: people, not technology

When you think about the challenges in a project — especially one involving technology — it’s easy to zero in on the complexities of software, the hurdles of integration, or the ever-present risks of downtime. Technology can seem like the big, hairy challenge standing between you and project success. But I’ve found over the years that it’s not the technology that makes or breaks a project. It’s the people.

The messy human factor

Now, don’t get me wrong. I’m not talking about a lack of skill or capability; often, the people I work with are incredibly competent. The challenge is in aligning those smart, capable individuals with a common goal, communicating enough so everyone understands the why behind the what, and managing the subtle push and pull of different agendas. In short, the people part is harder because it’s inherently messier.

Technology is predictable, people are not

One thing I’ve realized is that technology is, in a way, predictable. Sure, it might throw you a curveball here and there, and bugs can be a nightmare to troubleshoot. But fundamentally, technology works in a logical, consistent way. If something is broken, you can often find it, fix it, or at the very least, have a pathway to resolution. Humans are different. The kind of miscommunication or misunderstanding that can send a project sideways doesn’t have a one-size-fits-all solution.

The real challenge is that people bring their experiences, fears, and egos into a project. Technology doesn’t get nervous during a presentation. It doesn’t have an agenda. It doesn’t have a boss it’s trying to impress or a career it’s trying to protect. But people do, and all of those motivations — while completely natural — can create friction when they go unacknowledged.

The hidden obstacles: incompetence and ego

Sometimes, the challenges come from people who are simply incompetent, especially those in management roles. I’ve seen managers try to hijack a project to prove their relevance to their VP, making decisions that have nothing to do with what’s best for the project but everything to do with their own career advancement. These situations can be incredibly frustrating because they derail progress and create confusion, all in the name of someone’s personal agenda.

We had to get everyone in a room and have the difficult conversations — conversations about what success meant, what our priorities were, and, honestly, about what everyone needed to feel comfortable moving forward. I think that’s what makes people the more complex challenge: the solutions aren’t always found in a sprint or on a whiteboard. Sometimes, the answer is to listen, to address fears, and to make people feel seen and heard.

The real key to success

There’s a lesson I’ve taken to heart from all of this: technology alone doesn’t drive projects to success. It’s the relationships and the shared understanding that get you over the line. And that’s why, whenever I’m leading a project, I pay as much attention to the people as I do to the tools. It’s about helping everyone see themselves as a vital part of the solution and making sure we’re all pointing in the same direction — even if it means occasionally putting down the tech to just talk.

Will Kelly is a technology industry writer and marketer. Medium is home to his personal writing. He has written for CIO, TechTarget, InfoWorld, and others. His career includes stints in technical writing, training, and marketing. Follow him on Twitter:@willkelly.