Great project managers not only manage the project’s scope, time and cost (the triple constraints); they make sure those constraints will deliver positive results. That means focusing on outcomes rather than just activities. Here are ways you can demonstrate a results-focused approach. 

• Define success criteria. Draft scope statements that define project outcomes and explicitly describe how success for those outcomes will be measured. Success criteria ensure that everyone knows what project success looks like. This reduces the risk of getting sidetracked and helps evaluate changes to scope. For example, a success criterion “Improve manufacturing line throughput” is vague. How much does it need to improve to be considered a success? A proper success criteria would be “Improve manufacturing line throughput by 20% by March 31 as measured by process X.” 
• Manage scope change requests while maintaining good stakeholder relationships. Evaluate each scope change request against the project’s success criteria and either say no to the change, negotiate a trade-off, or agree to expand the scope by asking for adjusted timelines and budgets. No matter the decision, there is a solid rationale that reinforces the integrity of the project’s success criteria. Communicate the rationale to interested stakeholders without judgment, while listening actively to their responses. That way you can maintain a productive relationship with your key stakeholders. 
• Make decisions quickly, even when complete information isn’t available. Analysis paralysis is detrimental to a project. To keep your focus on results, gather enough data to make an informed choice, then commit and move forward. Making a good decision today beats a perfect decision three weeks from now, especially when those three weeks put deliverables at risk. However, revisiting decisions might be the responsible thing to do when new information comes to light. When that happens, reassess your decisions if feasible. You’ll have to put your ego aside for the sake of project success.
• Communicate status using business outcome terminology. Completed tasks on a schedule isn’t what’s important to key stakeholders. What is important is the status compared to expected outcomes. For example, “tasks 39 to 51 are done” doesn’t mean much to management. However, “we’ve circumvented the highest risks without any issues” or “we are 2 weeks away from a workable prototype” are more meaningful and outcome-focused. Results-oriented status updates keep stakeholders informed about what is relevant to them. 
• Prioritize features to adjust the project based on business value. When time or resources get tight—and they often do—be sure to reevaluate scope. That way, you can use business value to defer or cut lower-priority scope items, while fully delivering the highest-value items. 

If you’re like me, you probably get a dopamine rush by crossing to-dos off lists. But make sure you’re building those to-do lists based on project results and that you define your success criteria before diving into work.

For more about the importance of project results, check out my Project Management Foundations course.

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 100,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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Productive relationships with sponsors, key stakeholders, vendors, and the project team are essential to project success. And successful project managers build relationships, rather than treat discussions as transactions. Here are approaches that help build strong relationships.

• Be present. Every discussion is an opportunity to get to know someone better. To really get to know your stakeholders, eliminate distractions during conversations. Put away your phone, close your laptop, and don’t watch for other people passing by (even if you really need to talk to them). To build and maintain relationships, really listen and respond only after carefully considering what someone says. With mindful focus, each interaction is a positive step in fostering a healthy relationship.
• Follow through. As a project manager, work to be the person who always follows through on commitments. Relationship building isn’t a once and done exercise. Reach out to continue and expand communication with others. Schedule informal get-togethers. Invite stakeholders to relevant, well-planned meetings. Take opportunities to solicit their views. 
• Focus beyond the words. Research by psychologist Albert Mehrabian suggests that body language and tone of voice communicate more than the words used. Develop your emotional intelligence and watch for the true meaning behind what stakeholders’ say. If you struggle to “read the room” or interpret stakeholders’ intentions, consider training in emotional intelligence. Also, use the richest medium possible (phone rather than email, video rather than phone, in person rather than video) so you can get the most out of every conversation.
• Adjust your schedule and agenda to meet the needs of others (and yourself). Everyone has good and bad days, which can show up in how we communicate. Be flexible with stakeholders. Work with them on topics and approaches that are sensitive to their mood, available time, and level of interest. It might be better to move a crucial conversation to another day to achieve a successful outcome and maintain a positive relationship. Note: The same applies to you, the project manager. If you’re in a bad mood, wait until your mood improves before having an important conversation with a stakeholder.
• Take a long-term view. Building constructive relationships takes time. Some conversations will be easy-going and some will be challenging. Build trust through honest interactions. Be open, sensitive to others’ needs and perspectives, and listen to different points of view. Share information proactively, even with bad news. Avoiding difficult conversations won’t lead to successful relationships. Consistency and trustworthiness over the long term are keys to building strong relationships.

You know you have a meeting or conversation coming up. Use it to practice being present and see what happens!

For more about building relationships, check out Emily Anhalt’s Skills to Build Stronger Work Relationships course.

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 99,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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Managing change is a fundamental aspect of project management. Project managers must lead assessment efforts to determine whether requested changes are appropriate and beneficial for their projects. A Change Mindset is needed to do this well. Here are ways to embrace a change mindset and improve project success.

• View change as inevitable. In a churning, competitive world, change is a given. So, project managers must design their initiatives with as much flexibility as possible. Check with stakeholders just before making any procurement decisions or undertaking build-related tasks (that cannot be easily reversed).  That way you can consider including the latest stakeholder views and perceived needs in the project, thereby optimizing outcomes. Note: For these and all other changes, practice change management diligently.
• Be prepared for significant change triggered by items outside project control. Change may be spurred by the actions of competitors, new demands from customers, or regulatory changes mandated by the government.  These can result in shifting priorities, requirements for different skills, or substantial scope change requests. The need to re-plan, determine a new solution approach, or alter the schedule is likely. It will also require a new round of communication with team members, key stakeholders, and the sponsor. It’s a lot of work, but it’s necessary to maintain project integrity and align with the project’s business case. Note: In instances where more than 20% of the project will be affected, it might be best to create a new business case and revalidate the project before proceeding. 
• Keep track of technical product capabilities that can trigger change. When dealing with technical components that are susceptible to rapid technological advances (such as AI or robotics), project plans might need to be reassessed to accommodate the latest breakthroughs. For instance, consider a year-long project to develop a specialized manufacturing line that incorporates robotics and high-end workstations. Some capabilities with AI and robotics aren’t available yet but will be soon. So, the project must produce the known parts of the infrastructure up front and the parts using new technology later—without creating cumbersome rework. Capitalizing on the latest advances can make all the difference for your business when it comes to project acceptance. 
• Understand that internal politics is a strong motivator for change. Project changes might be requested without an apparent business reason. In most cases, “rolling with it” is the best course of action. Evaluate the change for cost or schedule changes, their impact on the business case, and present the results. Also, identify risks the change may trigger and document those concerns. The role of the project manager is to evaluate and report the impacts of a change, rather than trying to override management desires. Go with the decision that key stakeholders and the sponsor agree upon. But keep the change-related documentation close at hand in case any questions arise.
• Reactionary factors can inspire change requests and a need to push back. Key stakeholders might react to business pressures by requesting a change that is already covered in the scope or is something entirely different from the project’s intent. In this case, consider having a one-on-one conversation with the stakeholder to discuss their concerns. If the stakeholder persists, a discussion with the sponsor is in order. If those conversations don’t result in a retraction of the change request, assess the change and present the results, along with the risks and issues it presents. Include a strong recommendation that the change is not accepted. After that, the proper action is to conform to the desires of the sponsor and stakeholders.

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 98,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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Want to be respected by your team members and other stakeholders? Make them feel heard. The most effective way to do that is to engage in active listening, which goes way beyond hearing what other people say. It’s understanding their meaning, intent, and the implications for the project. Here are active listening habits to embrace. 

• Stop multitasking during conversations. We’re all guilty of trying to multitask, but in most cases, we are trading perceived productivity for effectiveness. In no area is this more true than when someone else is talking. Multitasking introduces risk that the message may not be fully received or understood, and it can make the speaker feel disrespected. Even worse, it kills trust. Close the laptop, put the phone away, and pay full attention. You’ll catch issues earlier and build stronger relationships. Plus, it offers an opportunity to read between the lines of what’s being said, allowing for deeper understanding. 
• Dig deeper. An effective way to convey your project ownership is to have detailed knowledge of what’s happening with the project. Active listening doesn’t always mean remaining quiet. It can mean asking questions, probing for more relevant information, and gaining a deeper understanding of stakeholders’ perspectives and status. For example, if a task owner says they are “almost done” with their work, find out what “almost done” means to them. Ask if the task is hours or days from being completed. Also, understand what needs to happen for the task to be declared complete. Questions like these provide a realistic status and allow for action to be taken before issues arise. 
• Paraphrase what you hear. The project manager doesn’t have to know all the project’s technical details. When a stakeholder explains a complex issue, summarize it: “Let me confirm my understanding. You have a couple of bugs to fix, but when they are resolved, the task will be complete. Is that correct?” This does two things – it shows you were listening, and it catches miscommunication before it creates an issue.
• Pay attention to what’s unspoken. A lot of information can come from body language, facial expressions, tone, or long pauses. For example, if a typically chatty stakeholder is quiet, follow up with them. Maybe they’re struggling with something, but don’t want to seem incompetent. Be sensitive but strive to understand what’s happening. Ask open-ended questions like “How are you feeling about the process we are following?” or “Do you have a concern you haven’t shared?”
• Create psychological safety. Your team needs to feel safe telling you about problems. If you react defensively or lash out at the messenger, people will stop sharing. When someone delivers bad news, thank them first. Then go into solution-finding mode. Make it clear that you’d rather know about issues early, when you can still respond. This maximizes learning and supports the stakeholder who is likely stressed by being the bearer of bad news.

For my brave readers, share an anecdote with an active listening win or a multi-tasking horror story.

For more about effective listening, check out Tatiana Kolovou and Brenda Bailey Hughes’ course, Effective Listening.

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 98,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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A project manager’s job is more than just implementing project management tools and artifacts. Leadership skills play a significant role in being an effective project manager.  Based on poll results, this is the first in a series of articles on leadership skills that help project managers succeed. Because organizations launch projects to deliver value to the business, project managers need to focus on the business’s goals and strategies to lead effectively.

• Understand the business environment and the desired business value. Job #1 is supporting the project’s intention and confirming it will deliver the desired value. While that might seem straightforward, many projects don’t deliver the intended value, even when meeting the triple constraints of scope, time, and cost. For example, a project was designed to deliver a new system to increase the efficiency of product delivery. The project team accepted the scope without questioning whether it would satisfy the business need to deliver products to customers more rapidly. The new system was delivered within the triple constraints, but product delivery times were still longer than expected. What was the problem? Contracts with their shipping companies did not align with the delivery times desired by the business. Do your homework to understand the business environment and processes in place. That way, you can validate the project scope, budget, and timeframe.
• Address the project’s positive and negative business impacts. Not all projects benefit all areas of the business. I worked on a project that implemented new tools and business processes, increasing the efficiency of finance staff members. However, the payroll changes that came with the new systems and processes increased the HR staff workload. Business-savvy project managers collaborate with all stakeholders to understand how to maximize positive impacts and minimize negative ones. 
• Use business terms accurately. Using the language that stakeholders use helps confirm a common understanding of business processes and what the project will deliver. But you have to use that vocabulary accurately. A project manager who throws around business buzzwords incorrectly quickly loses the confidence of stakeholders and will struggle to engage stakeholders. Make sure the entire project team understands the terms commonly used by stakeholders so they use them accurately and effectively. Note: A future article in this series will address communications. 
• Navigate differing business expectations. Not all stakeholders’ expectations will be aligned. Addressing this situation requires recognizing potential sources of conflict that exist or could arise between different business areas. Effective communication skills are essential to facilitate discussions between stakeholders with diverse project objectives. However, reaching agreement between conflicting stakeholders requires a business mindset and, once again, doing your homework to understand the processes, strengths, and weaknesses that the project can address.
• Be politically aware. Politics exists in every organization, large or small. While good project managers don’t necessarily have to be “political animals” (scrutinizing every word for its political ramifications and choosing actions and alliances purely from a political point of view), it’s helpful to be aware of when a political hornet’s nest could be stirred up. Understanding political relationships between stakeholders also helps avoid inadvertently triggering arguments that could harm project objectives. Take time to investigate and understand what’s behind the politics in your environment.

Coming Up

Whether you’re a manager aiming to lead more effectively or a team member feeling stifled by excessive oversight, this conversation is for you. Join Julie Robinson and I for Office Hours on Tuesday, September 23, 2025 3pm MT, 5 PM ET where we will talk about how to improve performance by reducing or eliminating micro-management.  We’ll discuss how to recognize signs of micro-management, whether you’re dishing it out or receiving it. If you’re a manager, you’ll gain insight into the why of this behavior and what you can do to become a more empowering leader. Team members will discover strategies for regaining autonomy. You’ll come away with a handout from Julie with tools and resources to support lasting change. Click here to join!

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This article belongs to the Bonnie’s Project Pointers newsletter series, which has more than 97,000 subscribers. This newsletter is 100% written by a human (no aliens or AIs involved). If you like this article, you can subscribe to receive notifications when a new article posts.

Want to learn more about the topics I talk about in these newsletters? Watch my courses in the LinkedIn Learning Library and tune into my LinkedIn Office Hours live broadcasts.

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