book

Succeeding in the Project Management Jungle

by Doug RUSSELL

June 2011

Beginner

272 pages

6h 11m

English

AMACOM

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Escape Is Possible from the Project Management JungleWhat Creates the Project Management Jungle?TACTILE Management™ DefinedSucceeding in the Project Management Jungle
TransparencyAccountabilityCommunicationTrustIntegrityLeadership That Drives Needed ChangeExecution Results

High-Level Stakeholder ExpectationsCase Study: The R.101 ProjectTraditional Project Constraints with Stakeholder ExpectationsTriple Expectations PyramidPutting It All Together
Customer Expectations: ScopeCustomer Expectations: CostCustomer Expectations: Schedule
Two Toxic Management StylesYour Management’s Expectations: ScopeYour Management’s Expectations: ScheduleYour Management’s Expectations: Cost
Your Team’s Expectations: ScopeYour Team’s Expectations: ScheduleYour Team’s Expectations: CostUsing the Triple Expectations Pyramid
PM AssignmentProject CharterProject ScopePreplanning the PlanAvoiding Toxic Management in InitiationCase Study: The Path Less Taken
Creating the Initial (Baseline) PlanHistorical Planning ApproachesTACTILE Planning ApproachProject Management Plan Basics: Scope, Time, Cost, and Risk ManagementFinishing the Plan: Quality Assurance, Human Resources, Communication, Procurement, and Integration ManagementDiscovering and Addressing Needed Information Until ApprovalFlexibly Looking AheadAvoiding Toxic Management in PlanningCase Study: The Path Less Taken
Executing to the PlanTACTILE Execution ApproachMeetingsControlling Change ControlSelling New BaselinesLearning How to WinCase Study: The Path Less Taken
MonitoringControlling (Don’t Even Try)ReportingCase Study: The Path Less Taken
Properly Close All Project ActivitiesCapture Data for Organizational LearningEnsure Personal GrowthCase Study: The Path Less Taken

Content preview from Succeeding in the Project Management Jungle

CHAPTER 3Expectations Management

AS A PROJECT MANAGER, your key stakeholder groups are (1) your customer, (2) your management, and (3) your project team. The individuals in these three groups bring to work each day their hopes, worries, fears, dreams, and aspirations. The difficulty is that people are trained to not talk of these things, based as they are on subjective feelings. Often, people on a conscious level are not totally aware of these feelings.

In contrast, the workplace is supposed to be about data. Data are collected, collated, analyzed, synthesized, and discussed until decisions are made. Left unstated are the feelings (hopes, worries, fears, dreams, and aspirations) of those involved. These feelings set up expectations for future ...