Remove people from your team that don’t ask questions, don’t talk with other team members, won’t provide documentation, or won’t do analysis
Only people that aren’t competent won’t show off their work
Question authority or live with the result
A sense of humor can help get teams through tough times
A working meeting should have no more than five people. Meetings with more than five should be reserved for providing updates or relaying information
Project failure is planned at the beginning of the project
Project initiation is the most important project phase
Be honest in all your dealings
Project managers are expected to offer their opinions, but be accountable for their words
When it comes to project scope, what is not in writing has not been said
Have verifiable milestones
End of project surveys must be completed and the results distributed to the team
Bad conclusions lead to more bad conclusions
Documented assumptions are believed to be true for planning purposes
The best lessons learned come from failures
Without data you only have an opinion
Data doesn’t tell the whole story
Bad data leads to bad decisions
Senior management is usually clueless when it comes to what your project is all about
A bad project team will never deliver good project results
If your project sponsor isn’t responsive you should put your project on-hold until such time they can become involved
The bottleneck is at the top of the bottle
A project manager’s main job is to keep the customer happy
At the end of a project if you have met all scope, quality, budget, and schedule objectives, but the customer isn’t satisfied your project is a failure
Documentation doesn’t replace knowledge
Most people want to do good work. Many times they don’t have the tools or information they need to perform well, or they aren’t managed properly
Project managers aren’t successful if their team members aren’t successful
Not all successful project managers are competent and not all unsuccessful project managers are incompetent. Sometimes you just have to be lucky
Good project managers are insecure by nature
An introvert can’t be a (successful) project manager
A project manager with lots of enemies won’t be successful over the long run
You must be a relationship guru and be ready to fall on the sword sometimes
A project manager must be a motivator
If you don’t listen, you can’t plan
Project managers deal with change. You must be the change agent for your project. Your project sponsor is the change salesman
Only people that aren’t competent won’t show off their work
Question authority or live with the result
A sense of humor can help get teams through tough times
A working meeting should have no more than five people. Meetings with more than five should be reserved for providing updates or relaying information
Project failure is planned at the beginning of the project
Project initiation is the most important project phase
Be honest in all your dealings
Project managers are expected to offer their opinions, but be accountable for their words
When it comes to project scope, what is not in writing has not been said
Have verifiable milestones
End of project surveys must be completed and the results distributed to the team
Bad conclusions lead to more bad conclusions
Documented assumptions are believed to be true for planning purposes
The best lessons learned come from failures
Without data you only have an opinion
Data doesn’t tell the whole story
Bad data leads to bad decisions
Senior management is usually clueless when it comes to what your project is all about
A bad project team will never deliver good project results
If your project sponsor isn’t responsive you should put your project on-hold until such time they can become involved
The bottleneck is at the top of the bottle
A project manager’s main job is to keep the customer happy
At the end of a project if you have met all scope, quality, budget, and schedule objectives, but the customer isn’t satisfied your project is a failure
Documentation doesn’t replace knowledge
Most people want to do good work. Many times they don’t have the tools or information they need to perform well, or they aren’t managed properly
Project managers aren’t successful if their team members aren’t successful
Not all successful project managers are competent and not all unsuccessful project managers are incompetent. Sometimes you just have to be lucky
Good project managers are insecure by nature
An introvert can’t be a (successful) project manager
A project manager with lots of enemies won’t be successful over the long run
You must be a relationship guru and be ready to fall on the sword sometimes
A project manager must be a motivator
If you don’t listen, you can’t plan
Project managers deal with change. You must be the change agent for your project. Your project sponsor is the change salesman
