COMMUNICATIONS/MORALE:
 
1 – Knows the project’s purpose?
2 – “Manages by walking around (MBWA)” and randomly circulates and interacts with various team members about relevant tasks?
3 – Uses good communications skills? (Orally, written, and non verbally).
4 – Regularly keeps team, peers, supporting organizations, management, and customers informed?
5 – Discusses technical problems with the technicians?
6 – Understands project communications?
7 – Holds necessary but regular team meetings?
8 – Ensures his staff understands the project’s expectations (what s/he wants from them)?
9 – Knows what motivates contractors?
10 – Knows the contractor’s morale state?
11 – Ensures that contractor/vendors understand his/her expectations.
12 – States the facts?
13 – Has project team’s trust?
14 – Shares critical information (e.g., key documents) with the project team/ senior management on a timely basis?
15 – Presents action plans to address opportunities discovered in performance reports?
16 – Uses wit/humor to achieve his objectives?
17 – Communicates with other project managers who have piloted similar projects?
18 – Communicates lessons learned so that similar situations are resolved in the future?
19 – Makes decisions without fear of recrimination?
20 – Ensures team members were chosen via a selection process?
21 – Enforces/inform team of information security issues/sensitive documents?
22 – Intimidates team members who disagree with him/her?
23 – Encourages multi-disciplinary communications?
24 – Meets regularly with the intended customer?
25 – Listens to team’s suggestions/ acknowledges team’s been heard/ gives respectful feedback regarding outcome?
26 – Shows team the “Desired End State” – what final success/ a win will look like? What the finished product will look like? How it will work?
27 – Follows (shadows) key people during their day to learn how they work?
28 – Listens to professionals and how they interact with each other?
29 – Knows how to simplistically break down complex concepts? Can reveal digital rendering of proposed concept product/ service?
30 – Adapts his style to various personalities/ circumstances s/he encounters, respecting their dignity and worth?
31 – Documents issues with customer/ client?l
32 – Exercises sufficient self-control?
33 – Acts selflessly and exemplary?
34 – Routinely solicits honest feedback from all levels (including from “the trenches”)?
35 – Asks specific questions? (No = bad) Does he or she seek out independent ways of knowing what’s going on with the project?
36 – Does PM meet with new hires, preferably on day one (if co-located)?
37 – Budgets for office snacks/ coffee/ parties?
38 – Conducts team/ employee performance reviews and in a timely manner?
39 – Does PM occasionally have ‘fun’ meetings, where team members can compose and perform skits to explain how actual or potential problems were/ will be served? (yes = good)
40 – Does PM know how her/ his customers (SM, project team, contractors, regulators, etc.) prefer to communicate: Small group conversations, company-wide meetings, email, telephone, slack, video-conferencing)? Yes = good.
41- Is PM skilled in the use of tact and diplomacy? (Yes = good)
42 – Exhibits a positive attitude? (Yes = good)
43 – Does PM understand how his team does their jobs and use/ accept the project’s technology?
44 – Does PM have people working in different time zones and during the off-hours?
45 – PM understands the need for work-life balance and attempts to make accommodations?
46  – Has PM established close working relationships with her/ his stakeholders?/ Is PM aware of the actual/ potential differences within the various stakeholder groups?  (Yes = good)
47 –  Does PM both publicly and privately praise team members (as appropriate) for a job well done? (Yes = good)
48 – Does PM take and allow teammates to take personal time, when possible, to achieve some level of work-life-balance? (Yes = good)
49 – Does PM exhibit sufficient enthusiasm to motivate her/ his team?? (Yes = good)
50 – Is PM reassuring after activities, tasks, team, project experiences setbacks? (Yes = good)
51 – Does PM encourage his stakeholders to ‘over communicate’ to avoid communications gaps? (Yes = good)
52 – Knows how the project’s product/ service works and can provide simplified diagrams of it? Can break down the process into bite-sized chunks?  Can isolate the challenge(s) and divide them into sub-problems?  Attempts to solve the sub-problems one-by-one?  Ensures the end result is easy to understand?
53 – (If applicable) Is the PM available in the right time zone(s) to interact with off-site team members? (Yes = good)
54 – Does PM send out emails when others are in a position to read and reply? (Yes = good)
55 – Does PM write clear and easily understood call-to-action communications? (Yes = good)