Conflicts distract the team and disrupt the work rhythm. You should always smooth them when they surface.
A conflict should be handled in a meeting so that the entire team can participate in solution finding.
Conflict should be addressed early and usually in private, using a direct, collaborative approach.
You should use your coercive power to quickly resolve conflicts and then focus on goal achievement.
To formally authorize a project or a phase and document initial requirements that satisfy the stakeholder’s needs and expectations.
To document how the project will be planned, executed, monitored/controlled, and closed.
To link the project, which is going to be planned, executed, and monitored/controlled to the ongoing work of the organization.
To describe the process of performing the work defined in the project management plan in order to achieve the project’s objectives.
Three wise men
Three needs theory
The net present value is positive, which makes the project attractive.
The net present value is positive, which makes the project unattractive.
The net present value is negative, which makes the project attractive.
The net present value is negative, which makes the project unattractive.
A standardized set of deliverables, like plans, reports, and checklists.
A set of Tools and techniques that a project manager should master.
The concept of State of the art applied to project management.
A specific sequence of work, described in terms of Soft logic.
Project level performance reports
Activity level status reports
Stakeholder communication requirements
Shared visions, values, norms, beliefs, and expectations
Individual traits and attitudes of co-workers
View of authority relationships
Policies, methods, and procedures
Making eye contact
Interpreting the information
Interrupting when appropriate
The process has high precision but low accuracy. It should be adjusted.
The process has high precision but low accuracy. It should be improved.
The process has high accuracy but low precision. It should be adjusted.
The process has high accuracy but low precision. It should be improved.
During the project lifecycle and at the end.
At the end of the project during closing.
After the end of the project at a project post-mortem meeting.
Lessons learned can be organized when there is time available.
The Project management plan, containing the scope baseline consisting of the project scope statement and its associated WBS and WBS dictionary.
The Validated deliverables, completed and checked for correctness by the Perform quality control process.
The Requirements traceability matrix, linking requirements to their origin and tracing them throughout the project lifecycle.
The RACI matrix, describing accountabilities in case of product rejection.
Changes are generally not predictable, therefore planning for change management cannot be sensible.
Planning for change management should be done while the various change control processes are being applied.
Change management can be planned in a set of management plans or a specific change management plan.
Changes are a sign of bad planning. One should avoid changes during a project thus eliminating the need to manage them.
Honeymoon, rejection, regression, acceptance, re-entry
Forming, storming, norming, performing
Tell, sell, consult, join
Direct, support, coach, delegate
Lessons learned databases are an essential element of the organizational process assets.
Lessons learned should focus on identifying those accountable for errors and failures.
Lessons learned sessions should bring about recommendations to improve future performance on projects.
Phase-end lessons learned sessions provide a good team building exercise for project staff members.
By observation and communication
Using closed questions during team meetings
Through third-party assessments
Through the team members’ functional managers
List of risk triggers
A requested change is always an opportunity to get more money paid by the customer and to secretly solve schedule and quality problems. You should make some reasonable estimates on time, costs, risks etc. and then add a nice margin on top of that to calculate the new price.
Customer satisfaction is your top priority. The customer gives you an opportunity to increase their satisfaction, which you should use to the maximum benefit. Most project managers have contingencies to cover risks; these can be used to pay the additional costs.
Before making a decision you should have a look at the customer’s parking lot. If you find there many expensive, new models, it is likely that you can use the requested change to increase the profit from the contract. Otherwise you should reject the request.
Handle the request according to the integrated change control processes described in your management plans. Then make a decision together with the appropriate change control body, whether the increased customer satisfaction will be worth the extra costs, work, risks etc.
…be in full control of the discussion and its outcomes.
…always take notes by herself.
…avoid a flip chart Parking lot.
…give guidance as required without interfering.
Develop the Project charter and a Risk management plan to start identifying risks based on those and other documents.
Identify and analyze risk events using qualitative and quantitative techniques.
Develop contingency plans and fallback plans in case the original plan proves wrong.
Discuss the risks documented in your Risk register with the project key stakeholders.
Invitation to treat, offer, PO
Inquiry, bid, order
MoU, LoI, final agreement
Which management fallacies can most easily be delegated to the worker?
How can discussion of the manager’s leadership style be avoided?
Has the employee been provided with sufficient instructions and work tools?
How can dispute related to unsatisfactory performance be avoided?
It is the responsibility of the sales person in charge to identify all risks related to a customer project.
Managing and organizing assumptions means avoiding risks right from the start of the project.
Organizational, environmental and external assumptions should be addressed by the project charter.
Risks are a sign of uncertainty. Avoiding all uncertainties means that a project should have no risks at all.
…describes technical terms used for scope management.
…describes the details for each component in the WBS.
…translates essential WBS terms for global project teams.
…helps translating functional into technical requirements.
Qualified sellers list
When you break down scope to create a Work breakdown structure (WBS).
When you assign a human resources to do the work in a Schedule activity.
When you develop acceptance criteria for work results to be achieved by the team members.
When you decide upon recognition and awards during Team development