Take some time to reflect on each. Add any you think I am
missing, and throw out any you disagree with. Only you know what works in your
particular environment.
1. Access to Information
Accurate information about the state of the project must
always be available to everyone who needs to know. Use a web site, or shared
network drive and keep it up to date. Communicate and socialize the location of
the information. Make it easy to access. Make the information available in
several layers of detail to satisfy the diverse information needs of different
stakeholders. I guarantee this will reduce the number and duration of meetings, constant flow of e-mail and phone calls. In turn, you will be able
to spend more time managing.
Keep no secrets about the state of the project, and don't
surprise anyone. You can't bail a struggling project out yourself. A small risk
or issue today will grow into a crisis if not dealt with quick and precise remedy.
2. Change happens
Don't struggle against it, but manage it ferociously and
with great courage. This is all on this subject for now, as this subject is
worthy of it's own article. Just recognize that change is
inevitable, and must be managed closely.
3. Have the facts straight and use data when reporting on
the state of the project.
Intuition is a great quality, use it to know you need to
review the facts, but it has no place in status reporting. Report the facts
with no emotion. Emotion leads to finger pointing and blame.
4. Focus on the scope, schedule, cost, and quality of deliverable.
Don't focus on people and tasks. Reporting "(He or She) didn't
write the specification" closes the door on understanding the problem and
fixing it. And it kills your relationship with (He or She) for future specifications.
Instead, report "The specification needed to be completed today, and it
isn't". Then work with (He or She) to understand the problem and fix it.
5. Resist escalations (going over or around people).
While sometimes it is necessary to ruffle feathers, if
you're constantly escalating, people will become alienated and lose interest in
what you have to offer. When you escalate, be sure you have your facts
straight, and that you are doing so as a last resort because your project is in
jeopardy.
6. Strive not to use words like "No" or
"Can't".
Too many of these words too often will create a perception
that you are inept or not a team player. Eventually, people will start going
around you to get things done. Instead of "No" or "Can't",
clearly describe options and well thought out implications for each.
7. Be the cheerleader and keep things positive.
Celebrate every success, no matter how small. Regardless of
the size and scope of your project, you want everyone to think it's the most
important work in the world to be doing right now.
8. Keep the emotional bank full by praising those who do
good work.
Eventually, you will need to make an emotional withdrawal
from people, having them love you now makes it easier for them to forgive you
later.
9. Things will always take 30% longer and cost 30% more than
your initial estimates.
Pad your estimates. If you're lucky and persuasive enough,
you may get approval for what you originally estimated.
10. Become an expert user of the Microsoft Office Suite of
products.
Proficiency in Project, Word, Excel, PowerPoint, and Access
will give you a decisive edge over other project managers because your ability
to execute quickly will increase dramatically.
Posted by: Sherie Smith, Edited and posted here by Regan.
