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.Resisting the change only marksyou as a troublemaker and does little for the reputation you want to encourage that you are a member of the team as management defines it.A more positive approach will save a lot of time and energy.Your response should include these steps:1.Immediately inform the team.Avoid adopting an antimanagement attitude when your project sobjective or its very life is threatened.Explain why the change is occurring, and then make the bestof it.2.Concentrate on executing the change, rather than on less productive and more negative activities.Do everything you can to channel your team s energy into the new effort.3.Revise your schedule and budget.If you need to make substantial changes (e.g., delay the project sdeadline), write a brief report and submit it for approval.4.Revise your control forms, especially those concerned with schedule control (e.g., PERT/CPM,network diagram, Gantt chart).You will be able to avoid the majority of changed objectives by asking for clear definition before you beginwork on your project.Most changes result not from outside influences beyond your company s control butfrom lack of definition a problem that often is found at the top of the company.But although it ismanagement s job to define, you may have to force definition from an executive who falls short of thatresponsibility.When the executive resists your efforts at defining the project, chances are greater that (1) the course will bechanged midway or (2) he or she won t be happy with the outcome.Thus, the more effort you put into askingfor definition at the beginning, the lower the chances that your team s efforts will be wasted.STAYING ON COURSESuccessful project review can be accomplished only if the project s objectives remain unchanged.Once aproject is given a revised definition, your judgment needs to be revised as well.When you begin your project,you will assume that it will continue through to the successful completion of a stated objective.That requiresguidelines, which not only set standards for your team but provide you with a course of review.Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | HomeUse of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc.All rightsreserved.Reproduction whole or in part in any form or medium without express written permission ofEarthWeb is prohibited.Read EarthWeb's privacy statement. Little Black Book of Project Management, Theby Michael C.ThomsettAMACOM BooksISBN: 0814477321 Pub Date: 01/01/90Search this book:Search TipsAdvanced SearchPrevious Table of Contents NextYour guidelines should include these points:Title1.Make sure that everyone on your team has a specific range of duties (an area of responsibility), andthat relationships between team members are clearly defined.With this level of definition, your teamwill be able to work together and avoid the conflicts and uncertainties found in ill-defined projects.2.Do not restrict your tests of successful progress only to questions of scheduling and budgets.You-----------will also look for signs of team conflict and be prepared to step in and mediate a solution.3.Test what you can control.Problems created by outside influences cannot be solved by any actionyou take.Thus, testing for them is useful only to the extent that you can anticipate them.4.Tackle the project with an action orientation.Take steps to solve short-term problems, whilekeeping an eye on the final deadline.And instruct your team to communicate with you, especially whenthey expect problems in upcoming phases of the project.5.Support your team.Review their work, but remember that the success of the project also depends onyour being available when your team needs you, how much help you supply in getting through difficultphases, and how willing you are to back up a team member when he or she confronts a problem with anoutside resource.The success of your project and, to a greater extent, the sense of success your team gains by working with youdepend on how well you communicate.In addition to monitoring and reviewing the project, you need toensure that the lines of communication remain open between you and the team as well as between the teamand outside resources or members.That s the topic of Chapter 10.WORK PROJECT1.Describe the three problems you face in reviewing a project, and tell how solving each one improvesthe review process.2.Why is it important to review your team s progress continually? Compare project and departmentreviews.3.What four elements should you include in a review report to management, for ongoing projects?Previous Table of Contents Next Products | Contact Us | About Us | Privacy | Ad Info | HomeUse of this site is subject to certain Terms & Conditions, Copyright © 1996-2000 EarthWeb Inc.All rightsreserved.Reproduction whole or in part in any form or medium without express written permission ofEarthWeb is prohibited.Read EarthWeb's privacy statement. Little Black Book of Project Management, Theby Michael C.ThomsettAMACOM BooksISBN: 0814477321 Pub Date: 01/01/90Search this book:Search TipsAdvanced SearchPrevious Table of Contents NextTitleChapter 10The Communication ChallengeMake no little plans: they have no magic to stir men s blood.Make big plans, aim high in-----------hope and work. David H.BurnhamA manager received a memo through the interoffice mail.It read in part, We must keep the linesof communication open between our departments in order to ensure the success of this project.Please call me as soon as possible so that we can discuss schedules and deadlines. The manager told his assistant, I d like to answer, but whoever wrote this memo forgot to signit. We ve all heard the clichés about communication.But putting the ideas into practice is often a lot harder thanapplying the theories.This is even truer for project management than for departmental management [ Pobierz caÅ‚ość w formacie PDF ]