The Secrets To Great Project Management
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I have spent many man-years serving as a project manager both formally and informally. I confess—I do not like project management. Project managers often have all responsibility with minimal authority. PMs are the face of problems to the customer and take many hits for actions outside of their control. PMs often do the “dirty work” in the project while others receive the glory. However, being a PM is necessary for organizational success.I may not like it; however, I respect being a PM. PM actions are necessary and difficult. These activities can be rewarding if executed well. PMs must be able to respond quickly, and these ideas are some of the lessons I learned the hard way.
What Is Being A PM Anyway? 
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Being a project manager, you are the coordination between many factions all working together to accomplish a larger task. You are the glue to hold projects together, and you are the central node to the spider web network among the team members.
Project managers absorb information from all the stakeholders and consolidate these inputs into a unified plan of action. This plan defines the course for completing the project. Schedules, action item lists, documentation, and meetings originate with the PM for dissemination. PMs should be the first to know about problems, and they often work to mitigate risks to the overall project.
How Do You Be A Good PM?
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Being a good PM takes some effort. You cannot passively manage a project and expect positive results. You need to act.
My recommendations have developed over years of experience. I have made mistakes, and I have learned to incorporate strategies to avoid my previous transgressions. Although I am not saying these are the “be all/end all” list of actions, I think these strategies can plant the seeds for your own activities.
Communicate, Communicate, And When You Think You Are Done, Communicate More
BigstockRegardless of the size of the team or the complexity of a project, I believe you cannot over-communicate. The team must be aware of the project status and decisions made to ensure success.
Shying away from problems without sharing them with the team is a common mistake. PMs must communicate the good, the bad, and the very ugly. Failure to share these details drives mistrust. Rumors begin, and stories unfold. Communicating the truth builds trust and unity among stakeholders.
Frequency is a balance, and PMs do not want to burden the team (or themselves) with unnecessary details. Too little, people on the team are left to their own devices; too much, the PM may appear to be crying wolf. Experience will be a guide, and a common approach is a minimum of once a week connecting with each stakeholder or group. When in doubt, err on communicating more than necessary ensuring you have delivered your message.
Keep Charts, Reports, Minutes, And Updates Simple… Complexity Breeds Confusion
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Everyone talks about MS Project®, Primavera®, or any myriad of tools to manage a project. When required, use them—simply. When not required, use the most effective tool possible, even Excel®.
With the volume of emails everyone receives in a professional setting, the challenge is reading and digesting volumes of information every day. The more complex your message as a PM, the less likely the stakeholders will comprehend it. Simple charts, tables, and bullets summarize ideas and use subsequent details to reinforce the message.
The more complicated PMs make the process, the more unmanageable the project may become. Even the most complex multi-year project can be simplified. Work to make your updates as clear as possible. Your audience will appreciate the brevity.
“RAIL” Lists Can Be Your Best Ally…
I learned to use a very simple “running item action list (RAIL)” for capturing information. Utilizing this tool in meetings keeps things very simple and easy to communicate. I have included a typical format above.
Sequentially add action items to the list by date. Describe the task to complete briefly. Add due date and responsibility. Status percentage updates each time you discuss an item and only 100% when completely closed. Notes is an open field to capture information each time an item is discussed.
By capturing these action items, PMs have a record of questions, concerns, and details discussed throughout the project. Sharing the file with the team during review meetings or as an attachment within messages keeps people informed. Open items are easily searched, and completed items are for reference.
Each time the file is modified, the PM can save a copy by date/revision and maintain a working record of all discussions throughout a project. In the event of a discrepancy, cross-reference older files as an item of record.
Communicating “Bad” News Or Problems
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Every project will face issues to address. In our current world, supply chain delays are prevalent in nearly every industry. Design setbacks and failed tests can delay a project unmeasurably. You will have problems—trust me!
So what do you do? Keep it to yourself and deal with it? Limit the discussion to a small team? What and how do you tell the customer?
In my experience, you first identify the problem and discuss it within the internal team. What went wrong? How did this happen? Identify some alternative solutions and measure feasibility.
Before having 100% of the answers, I engage my customer. I explain the situation, and I define some of the alternatives listing potential solutions. I gauge the impact on the project timing. Then, I ask for their suggestions.
Involve your customer in problems. Many customers appreciate the candor and the opportunity to participate in the process. They may not be happy; however, they have a stake in the solution. I have discovered my customers often have ideas we had not considered when presented with the issue.
My biggest takeaway is NEVER hide anything. Yes, you will make people angry. Yes, stakeholders will be disappointed. Yes, you may get in trouble. Deceiving the team that “everything is all right” to find out later you were covering up only creates distrust and fear. Be honest and sincere, and you will see improved results when dealing with problems.
Final Advice
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Project management is often a thankless, difficult job. Everyone has managed a project at one time—whether professionally or simply around the house. PM work is challenging.
You can plan now on how to make the project run efficiently. You can prepare your communication methods defining them with the team. You can develop your templates to keep communication simple. You can agree with stakeholders on how problems are presented to the team.
With some planning, PMs can create simple strategies to make the process flow well. Knowing how to manage the project’s intangibles will allow you to focus on where to add value.
Finally… execute! The stakeholder is looking to you to succeed. Show them you can deliver, and make your project a success! Good luck, and know that I appreciate your efforts because I walk in your shoes.
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8 Ways You're Being SHUT OUT Of The Hiring Process1-hour workshop to help job seekers figure out what's getting them tossed from the hiring processCover Letter Laid Off & Looking Jenna ArcandSeptember 15, 2022
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Being fired, laid off, or let go can be a very emotionally taxing and frustrating experience. Your self-confidence is wavering, you're not sure what you're going to do next, and you're not sure how you're ever going to bounce back (especially if you're late in your career). If you're currently unemployed after a layoff, this live event is for you.
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Popular How To Mention Unrelated Work Experience On Your Resume Jessica Holbrook HernandezJenna ArcandSeptember 16, 2022
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Many candidates who come to us for resume help have the same question. They have years of professional work experience, but a lot of it isn't relevant to the position they're currently seeking.
On the one hand, they don't want to waste resume space detailing work that doesn't relate to their application. On the other hand, they don't want to omit years of work that developed them as a professional.
How do you mention unrelated work experience on your resume?
The Right Phrase
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We use a magic phrase to address this issue: "additional experience." It's perfectly fine to sum up large portions of your career in one section that lists previous employers, positions, leadership roles, certifications, associations, publications, awards, volunteer experience, and even significant hobbies (as long as the experience supports your professionalization in some way).
If you spent the first 10 years of your marketing career performing lower-level tasks, in your "Additional Experience" section at the end of your resume you could say: "Marketing positions with ABC, DEF, and XYZ (1990-2000)."
If your previous work was in an unrelated field, you can simply list the companies: "Positions with ABC, DEF, and XYZ."
Whatever additional experience you decide to include on your resume, make sure you demonstrate why it's important to the job you're applying for by quantifying the work experience and your accomplishments.
The Age Game
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This technique can also be very helpful for those who are concerned about age discrimination. We summarized the first 15 years of one candidate's career into one sentence to downplay the fact that she was 55. Because her experience was relevant to her field, removing it from her resume entirely would have been a disservice, but we did not include the years that experience encompassed in her "Additional Experience" section.
The Experience Issue
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We recently worked with another candidate who needed to show that she was a more experienced professional than her education suggested. This woman had worked for 10 years before going back to complete her bachelor's degree. From looking at her graduation dates, you would assume she was in her 20s. In fact, she was an experienced manager in her 30s—a fact that was important to show for the level of job she was seeking.
By adding an "Additional Experience" section and putting her "Work History" section before her "Education" section, she was able to show employers that her graduation dates were not an indication of how much experience she had. Just because her work experience occurred before graduating doesn't mean it was unrelated work experience. The right resume format will make it much easier to mention any kind of significant work experience you've had in your career.
Many of us have work experience that doesn't fit neatly with our current goals and objectives. If you don't feel comfortable leaving it off your resume altogether, using an "Additional Experience" section can help you mention the experience quickly without wasting precious resume space.
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Had a call for a group or panel interview recently? While you might be thrilled to make it to this stage of the hiring process, the mere thought of fielding not one but a whole team of interviewers can be enough to put your stomach in knots.
However, the reason most employers conduct panel interviews isn't to intimidate you; rather, it's a time-saving way to meet with people that will likely interact with you in the new job, and gather their impressions all at once. So, when you stride into a panel or group interview, remember that the team is there to learn about you and your value-add, NOT to interrogate you or make you uncomfortable.
These five tips can help you feel more in control of the process while facing a group of interviewers in a panel interview—with a professional, enthusiastic demeanor that helps win the job.
1. Direct Your Attention To Each Person On The PanelUpon starting the interview, get each person's name (ask for their business card or jot down the name), and then look at each person as you introduce yourself. This will help to break the ice and establish a connection with all of your interviewers.
While fielding questions, avoid staring at a single person (nothing makes you look more "frozen" than doing this!). Instead, make it a point to relax, smile, and open your gaze to the others in the room. Even if a single member of the group asks you a particular question, look around at the others while you answer it. Doing so will help you project a confident image and build rapport with the entire panel.
2. Expect To Repeat Yourself
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While one of your interviewers might take your answer the first time, you can almost expect someone else to either ask for clarification—or ask it again, later in the interview. Why? Because just like our verbal abilities many of us have different listening styles.
What is clear to one panel participant may need further explanation for another person. In addition, each panelist comes to the interview with a different agenda. You can expect a prospective peer to be interested in your technical or analytical skills, for example, while the boss might be more curious about why your last job was so short in length.
You may also find yourself repeating information from earlier interviews. This is perfectly normal in the context of a multi-interview hiring process, so avoid coming across as impatient or noting that you've answered this query before.
3. Find Out Who You'll Need To Impress The Most
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Within most panel interviews, it becomes obvious very quickly who is on "your side" and who still hasn't made up his or her mind. While it may be comforting to direct your answers and gaze toward the interviewer who seems more open to your responses, you're better off tackling the naysayer first. Why? Because winning over the person most likely to reject you shows you have the ability to read the audience, as well as problem-solve on your feet.
Most employers are looking for leaders who will challenge issues head-on, ask numerous questions, and hone in on the thorniest problems first. If you respond well to someone who throws challenges your way, you'll come across as an unflappable professional ready to take on the demands of the job.
In addition, most panel interviewers convene after the interview to discuss the candidate and their impressions. If you've won over the toughest member of the group, the others may throw their support behind him or her as well.
4. Be Prepared For At Least One Zinger Question
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Interviewers, like anyone else, tend to feel more comfortable (and perhaps bold) in a group. Therefore, you can almost count on being asked a question that might not be posed to you in a one-on-one situation. Of course, you'll want to prepare for your interview by pulling out three to five "power stories" that demonstrate your abilities to perform the job.
Arming yourself with these anecdotes will give you the ability to answer numerous behavioral interview questions common in both single and multi-interviewer situations. But if there's any question or situation you would feel awkward explaining, prepare and practice a set of answers to it prior to your panel interview. This way, you won't feel a sense of dread when the question finally comes up, and you'll be better able to handle any curveballs thrown your way.
5. Thank All Participants Promptly
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At the conclusion of your panel interview, thank everyone personally, and gather business cards if you didn't already do so. Then, as you're sitting in your car post-interview, write down specific highlights from the interview to include in your thank-you notes, which should be sent within 24 hours after completing the panel interview.
You'll gain the advantage of having the interview fresh in your mind, and will score points for your promptness and attention to professional courtesy.
In summary, a panel interview is nothing to dread, especially since it offers an opportunity to establish rapport with your potential new co-workers and bosses. Arm yourself with a stack of success stories, answers to tough questions, thank-you notes, and a smile, and you'll be on your way to a job offer.
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How To Mention Unrelated Work Experience On Your Resume
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3 Important Career Lessons Learned On And Off The Field
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How Ex-NFL Player, Chris Gronkowski, Is Using Social Media To Change Careers
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Originally posted on: https://www.workitdaily.com/project-management-secrets