d. Remaining as flexible as possible. Other departments may be faced with unexpected demands
and scheduling problems for their work. And that fact may affect your ability to stay on schedule.
Many projects are characterized by constant revision. You need to maintain a flexible scheduling
attitude and to make concessions to other departments.
e. Confronting the problems, not the people. When you must deal with outside departments, it’s
most likely that conflicts will arise. In this situation, you will need to meet and resolve the
difficulty. However, there is a great difference between confronting people—which is
counterproductive—and confronting problems—which leads to solutions that satisfy both sides.
3. Set goals and express them as part of your agenda. Look for action-oriented discussions and
resolutions, and don’t let your meetings end without solving the problems you express. Some
guidelines:
a. Express the goals of the project. The goals define and add context to every discussion. They
keep everyone on the subject, and help you avoid becoming sidetracked with issues not directly
related to the project.
b. Explain the level of team commitment you need. Even when a department manager is not able
to free up an employee, he or she can be made to understand the problems you face. That may
lead to a compromise that solves the problem. Otherwise, you will be faced with an impasse in
which each side maintains its point of view and no solution is possible.
c. Specify deadlines for phases and final completion. In many companies, deadlines are not
taken seriously, perhaps because they are missed so often. However, in a project, every phase
deadline is critical, because the final deadline is directly affected. You will need to communicate
carefully—and repeatedly—the importance of deadlines.
d. Identify “critical” phases. A critical phase is one that must be completed before any
subsequent work can proceed. In preparing a network diagram, these pivotal phases are quickly
identified. You may be able to make up a delay in noncritical phases simply by speeding up
work; but if a critical phase is delayed, that delay may be carried through to the very end.
e. Agree on priorities for the project. Make sure that every team member and every outside
department or resource understand exactly what your project is meant to achieve. If there has
been no agreement as to definition, you may be in conflict through the entire time you work on
the project.
CHAPTER 11
1. Leadership actions in a project are not the same as those you practice in your department.
Remember that the project is an exception; it has a finite life, and it may involve people who do not
report to you. You will need to organize your project with these actions:
a. Defining the goals and purpose of the project. It may take considerable effort to get
management to the point of definition. But this is critical to the project’s success.
b. Organizing a schedule. A complex project with many phases and outside resources has to be
mapped out carefully. You should use the initial schedule to identify future conflicts and to
resolve them before the schedule is finalized.
c. Developing a team approach. When you draw your team together, you should encourage each
member to take an active part in controlling and modifying the schedule, in meeting deadlines,
and in staying within the budget. The project is an opportunity for teamwork that you may not be
able to exercise in your department.
d. Resolving conflicts. Problems will arise, either because of scheduling difficulties or because
of personalities. As project manager, you need to anticipate these problems and resolve them
with diplomacy.
e. Keeping the lines of communication open. You need to be constantly aware of the network
involved with your project. Team members, outside resources, other departments, and top
management are all involved.
f. Meeting budgets and deadlines. The project is best judged by how well you meet the standard
for performance. And that is defined by the budget (financial investment) and by the schedule