101 Project Management Problems and How to Solve Them: by Tom Kendrick PMP PDF

By Tom Kendrick PMP

ISBN-10: 0814415571

ISBN-13: 9780814415573

Regardless of a good venture administration software in position, difficulties can come up to derail your team's labor. the very last thing you would like within the warmth of conflict is educational thought. you would like field-proven fixes, functional solutions to pressing questions, and easy suggestions for navigating round stumbling blocks. "101 undertaking administration difficulties and the way to unravel Them" explores a variety of those real-world demanding situations, together with tips to: maintain a venture on course regardless of unavoidable interruptions; hinder unreliable outdoor collaborators from jeopardizing the complete venture; deal with venture groups who've very little undertaking administration adventure; make up for misplaced time with no slicing corners; and achieve the face of threatened price range cuts. full of plan-ahead recommendations in addition to on-the-fly suggestions, this useful advisor is the final word undertaking adviser and on-the-job troubleshooter in a single!

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Extra info for 101 Project Management Problems and How to Solve Them: Practical Advice for Handling Real-World Project Challenges

Example text

Problems on short projects can quickly cause schedule slip if not dealt with right away. Communication may also be minimal on simple projects, but plan for at least weekly status collection and reporting, and conduct short periodic team meetings throughout the project. Closing a Small Project Projects without elaborate, complex deliverables are generally not difficult to close. The requirements are usually straightforward, so verifying that they have been met is not complicated. It may be a good idea as the project nears completion to do a ‘‘pre-close’’ with key stakeholders to ensure that the initial requirements remain valid and to avoid surprises.

When even your best arguments fall on deaf ears, you may find it necessary to take your processes underground. This is not a desirable way to proceed, but it’s better than failing. Some project leaders do their planning, risk management, and other project analysis work at home or outside normal working hours. Over time, you will likely find co-conspirators who will help you, making your efforts both more effective and less lonely. It is also possible that the obviously more successful management of your projects will be noticed.

Begin by developing an ‘‘elevator speech,’’ a short description of your project that takes no more than a minute to present. In your elevator speech, stress aspects of your project that you believe will matter to the potential sponsor. Also be ready to discuss your project vision. Describe how things will be different when the project is completed, for the organization as well as for your potential sponsor. If your potential new sponsor seems reluctant, you may be able to solicit persuasive help from your former sponsor, managers higher in the organization, or some of your key stakeholders.

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101 Project Management Problems and How to Solve Them: Practical Advice for Handling Real-World Project Challenges by Tom Kendrick PMP


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