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Delivering Projects through People

Delivering Projects through People. An interview with author and consultant Dave Po-Chedley, PMP. People and Projects Podcast Premium Content. David Po-Chedley, PMP. Author of Client Relationship Management (HRD Press).

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Delivering Projects through People

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  1. Delivering Projectsthrough People An interview with author and consultant Dave Po-Chedley, PMP People and Projects Podcast Premium Content

  2. David Po-Chedley, PMP Author of Client Relationship Management (HRD Press) Principal at Cambridge Consulting, a firm dedicated to enhancing project effectiveness for clients around the world. Actively involved in project management for over 30 years. See www.CambridgeConsult.com & www.pminsight.us/ Bio An interview with Dave Po-Chedley, PMP www.PeopleAndProjectsPodcast.com

  3. Communication and Projects An interview with Dave Po-Chedley, PMP www.PeopleAndProjectsPodcast.com What are some examples of how you’ve seen miscommunication on projects negatively impact project schedules and cost?

  4. Managing the Project Sponsor Relationship How clear is it in our culture who the sponsor is on projects? What insights from the interview did you find helpful about engaging sponsors? What additional lessons have you learned about how to get executive support? An interview with Dave Po-Chedley, PMP www.PeopleAndProjectsPodcast.com

  5. Saying “No” Without Saying “No” What did you agree with from the interview regarding saying “No” without saying “No”? What concerns do you have (or disagree with)? What additional lessons have you learned about how to say “No” without hurting relationships? An interview with Dave Po-Chedley, PMP www.PeopleAndProjectsPodcast.com

  6. Relationships and Projects What are some examples of written or unwritten “relationship rules” that you’ve seen impact projects? What about our group? Are there “relationship rules” that are informal or unstated but need to be understood? An interview with Dave Po-Chedley, PMP www.PeopleAndProjectsPodcast.com

  7. Project Scenarios Divide into two groups. Each group take one of these scenarios and discuss possible ways to approach the issues. Be prepared to state your recommendations. SCENARIO 1 Let’s say a project team has been given a project, along with a 9-month time constraint. After doing their planning and estimating, it appears as best they can tell that they need 12 months. They could go back to the sponsor and ask for more time but they know he was adamant that it get done in 9 months. What are some ideas you recommend for the project manager? SCENARIO 2 A PM is responsible for an important project with a reasonable plan that is being executed. The problem is a stakeholder in another part of the business keeps coming back and demanding additional scope. According to them it’s not scope creep—they’re just clarifying what they originally said. Regardless, the project manager seems stuck between a demanding stakeholder inflicting change on her project and a desire to maintain relationships while hitting a deadline. What are some recommendations for this project manager?

  8. Next Steps What do we need to do differently as a result of our discussion today? An interview with Dave Po-Chedley, PMP www.PeopleAndProjectsPodcast.com

  9. Additional Resources Client Relationship Management, by Dave Po-Chedley (HRD Press) Podcast interview: The Project Success Method, with author Clint Padgett (April 2010) “How to Interview the Project Sponsor”, by Doug DeCarlo. http://www.projectconnections.com/articles/011705-decarlo.html Podcast interview: Managing Extreme Projects, with author and consultant Doug DeCarlo (July 2009) An interview with Dave Po-Chedley, PMP www.PeopleAndProjectsPodcast.com

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