Stakeholder reviews of deliverables can build buy-in, kick off organizational change practices, develop trust, save time, and generate excitement for project outcomes. Reviewing project deliverables too early can have the opposite effect: reducing confidence and generating anxiety about change. This project pointer explains how to ensure your project deliverables are ready for stakeholders’ scrutiny.
Organizations often treat internal staffing as “free,” thinking that existing salaries don’t affect the project’s bottom line. Not so! That approach distorts the view of project viability and staff capacity and undermines the accuracy of long-term planning. This Project Pointer describes several ways that tracking internal staff costs is beneficial.
A big reason projects with technical deliverables fail is that the PM and team assume everyone understands the deliverables and work. A Work Breakdown Structure (WBS) Dictionary can be a lifesaver in that case. This Project Pointer reviews what’s in a WBS Dictionary, along with tips for when it’s needed (or not).
The most valuable projects support short-term business goals and contribute to achieving strategic objectives. Aligning projects with an organization’s strategy requires specific, often overlooked approaches. This Project Pointer describes a few practical techniques.
The magic behind the success of great project managers isn’t typically technical skill; it’s compassion. While it’s thought of as a “soft skill,” it’s not easy to be compassionate when the pressure is on. This Project Pointer explains how compassion can be a strategic advantage that transforms how project teams generate results.
Leveraging processes helps improve overall efficiency and delivers continuous improvement to projects. This Project Pointer describes ways experienced project managers leverage a process-focused approach to increase effectiveness.
Decision-making facilitates project delivery and conveys control, so it’s an everyday activity for PMs. This Project Pointer describes instances where project managers must be decisive.
Great project managers not only manage the project’s scope, time and cost; they make sure all those factors will deliver positive results. That means focusing on outcomes rather than just activities. This Project Pointer describes ways you can demonstrate a results-focused approach.
The organizing that great project managers do goes way beyond maintaining comprehensive to-do lists. They arrange their personal activities efficiently and make sure their projects are always in good order. This Project Pointer describes the main ways successful project managers stay organized.
Productive relationships with sponsors, key stakeholders, vendors, and the project team are essential to project success. Successful project managers build relationships, rather than treat discussions as transactions. This Project Pointer identifies ways to build strong relationships with the people in your project.
