PROJECT MANAGEMENT AND CONTRACTS

Projects are invitations to accept risk. You cannot take project briefings at face value; it
may merely be to get the problem off someone else’s desk and on to yours.

Before accepting a project, be sure it is viable, if not, modify it. Never be afraid to argue
for its rejection if you have tangible reasons to believe it cannot be achieved.

Trick with project management is to gain enough information and knowledge to develop
an instinctive approach to the task.

Differentiate between Time resource and authority, and analysis paralysis produced by
researching too closely which make it difficult to recognize the project’s purpose.

 What time and budget constraints are imposed?

 Are there any unstated conditions?
 Who is ultimately responsible, you or the senior manager delegating the project?
 Will you need specialized knowledge, is it accessible?
 Seek clear instructions of your expected input.

Project Management Decisions:

 Ensure all members of the team know their roles
 Frequently review progress to spot potential problems and note what time and
resources are at hand.
 Arrange access to expert advice, if not permanently at least readily enough to help
in any emergency.
 Report back to your boss frequently enough to prevent misunderstandings if
things go wrong.