Savvy project sponsors know that putting too much pressure on project managers or their team members doesn't produces benefits. Instead, the most common result tis that he project manager or team member hides problems until they're too big to conceal and much more difficult to solve.
Project managers have to learn to cope with project sponsors and other executives who use intimidation as their technique for improving project results. Take a look at the Status Meeting Video. Then add your evaluation of how the project manager did in the status meeting.
Best regards,
Dick Billows, PMP, GCA
3 comments:
The PM did a good job in planning ahead and keeping his cool during the attack.
PM did a good job trying explain the cause of the delay and that corrective action was being implemented to keep the project on schedule. However, the customer had difficulties understand the facts and a network drawing with CP may have helped show the problem and when resources could be reduced without impacting the scheduld.
This is a good example how PM should handle unreasonable sponsors. Video helped to reinforce again tools and techniques that need to be implemented Project Management (scope planning, resource planning, and other areas). Also, sound knowledge of activity sequencing is important in order to be able to explain that certain assignements that are NOT on a critical path have no impact on the finish date. Elena
Post a Comment