1. Document requirements from the start; let team members know what's expected before they dig in.
When it comes to project management, the management part is just as important as the project part. Of course the details matter, a lot, but too often managers find themselves lost in the weeds after chasing down day-to-day particulars and losing sight of big picture stuff like schedules and deliverables. Micromanagement is not good management, and it’s one of the things that limit a project's chances for success. In his book, 101 Project Management Problems And How to Solve Them (Amacom/Available Now), author Tom Kendrick provides clear illustrations of the challenges managers face, and then explains in simple, step-by-step fashion how these managers can effectively resolve them or avoid them entirely. Whether the situation is a wide-focus problem or a smaller one – like supervising that one employee who incessantly seeks guidance – 101 Project Management Problems offers best practices to address it. Kendrick is a consultant and former project management executive for HP and Visa Inc. For more about the book, click here.
Dennis McCafferty is a freelance writer for Baseline Magazine.
Some of the products that appear on this site are from companies from which QuinStreet receives compensation. This compensation may impact how and where products appear on this site including, for example, the order in which they appear. QuinStreet does not include all companies or all types of products available in the marketplace.