Coping with Demanding Project Spsonsors

There is nothing wrong with executives asking a great deal of their project managers. The problem comes when executives deflect project managers away from best project practices. In the videos we made available this week, you see three project managers trying cope with a project sponsor who doesn't want to plan or discuss scope. Instead the executive wants due date commitments without defining project outcomes, the resources the project manager will have to deliver it. See how they handle it.

Take a look at the Sponsor from Hell video then critique the performance of the PMS.

Best Regards,

Dick Billows, PMP, GCA

Designing the Work Breakdown Structure

Some people build a work breakdown structure by listing everything they can think of that the project team might do. Others go from office to office assembling wish lists of goodies that people want and make that into a work breakdown structure. Either way, these PMs launch their project with a long "to do" list WBS. Accountability is unclear, performance expectations are vague and the process of gathering more items for the WBS never ends.

There is a better way of designing your work breakdown structure so it support crystal clear accountability and a management style that lets the PM hold people accountable for end results not frenzied activity. Read the article about Designing your Work Breakdown Structure and then add your comments pro or con.

Regards,

Dick Billows, PMP, GCA
President 4PM.com