NOTE: TELL EVERYONE THAT NO ATTEMPT IS BEING MADE TO AFFIX BLAME. THE KEY IS TO FIND OUT WHAT PEOPLE ARE REALLY THINKING. THEIR HONEST FEELINGS. 1. What was the threat, problem, challenge or opportunity this project was meant to address? 2. Does this project fit with the corporate strategy? What were the project’s original …
1. A specific objective is stated. 2. The leader has a prepared agenda with a subject, purpose and process. 3. The issues to be covered, questions to consider, materials to be reviewed. 4. Leader comes prepared to take notes and does so during the meeting. 5. The meeting has a specific start time and duration. …
❑ Entire audience identified? ❑ Formal meetings held? ❑ Informal meetings held? ❑ Regular meetings held with the project’s sponsor? ❑ Instruction manuals developed? ❑ Reports distributed? ❑ Drawings/specifications prepared? ❑ Drawings/specifications distributed? ❑ Communications management procedures developed? ❑ Correspondence distribution system established? ❑ Press and media relations plan? ❑ Press and media relations plan …
● Identifying the information you need. ● Finding enough time to analyze it. ● Making decisions in a complex environment with imperfect data. ● Situation and demands are constantly changing ● Not distorting the information. ● Reaching consensus.
● Big difference between the project’s charter/ tasking and what’s being actually practiced ● Over-reliance on fixed-price contracts – which may be squeezing profit margins ● Senior management/ PM is repeatedly asking for more time and more resources ● The entire project staff ‘doesn’t know what they don’t know’ ● Prices/ pricing is rising at …
● Critical parts/ components were improperly ordered/ inspected and are unusable ● Product’s performance results are inconsistent and too variable and unreliable ● Many action items on the to-do list are far from complete ● Components are being separated from their paperwork (possible quality issue) ● Operating employees/ inspectors have expressed safety concerns/ potentially risky …
components are being delivered late and are not working. ● Revenues are falling far short of predictions. ● Critical tests were/ have been postponed/cancelled. ● Delayed project start/multiple false starts. ● Vendors are straying away from the project’s requirements. ● Vendors are supplying poor quality items to the client, such as: ● Code ● Products …
● The contractor and client have no understanding of each others: ● Technology ● Culture ● Business plan ● Lack of coordination between people/various departments. ● Complaints of a lack of skills on the project team. ● Serious technology considerations have surfaced after the project began. ● People/ departments refuse to cooperate with each other …
● Required reports arrive late. Requested for documentation is: ● Not sent/ provided ● Not located. ● Challenged by the group asked to provide it/ Report providers being interfered with by their bosses. ● Vital sign information does not exist. ● Incomplete. Not fully disclosed. Declined to answer specific questions. ● Illegible. ● Non-existent. ● …
● User/customer rejection/alienation. ● Initial goals and objectives are not being met. ● The business case is not understood or non-existent. ● Poor documentation. ● Large cost overruns/ delays possibly without explanation. ● Infrequent meetings or too many meetings (e.g., for morale building, trivial rewards). ● Key stakeholders are left in the dark about project …