MANAGEMENT’S: Corporate culture (ask many; at all levels; unwritten rules.) Embarrassed. May be defensive (self-preservation) about answering questions and having their judgement questioned. Could possibly accuse independent evaluators of “rushing to judgement”. Could lose the business. Loss of prestige/ possible adverse impact on legacy. Loss of market share. Competition may discover firm’s weakness. Differing agendas. […]

AUDITORY.  The person being interviewed is Physically unable to answer questions Reluctant to answer questions/ evasive Answering interviewer’s questions with his/ her own questions Repeating your question or asks you to repeat the question Continually asks you to clarify the question Answering in a shaky voice Stuttering Experiencing voice cracking/ oral clicking sound/ dry mouth

Swallowing repeatedly/ excessively Pulsating carotid artery Nervously touching face Leaning away from the interviewer Constantly checking their cell/ smart phone during the interview Sweating profusely when the environment, dress or activity do not warrant it Exhibiting “goose bumps” Hairs standing on end of the arms and back of the neck Fidgeting/ nervous hands Playing with

Please review this listing BEFORE conducting interviews: (Source: Instructor Guide “Prevention and Response to Suicide Bombing Incidents” prepared by New Mexico Institute of Mining & Technology [New Mexico Tech].  Reprinted with permission. 2014) Projects are also psychological.  People who will be interviewed will experience some level of stress. Psychologists describe the following reflexes as “fight

What are the alternatives that have been considered? What decisions are we trying to make? What are you most concerned about first? What is our best option now? What happens to this project if management: Completely withdraws from it? Abandons it? Does nothing and allows the project to proceed as is? Immediately commits the required/

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