The “Special” Ones

Melanie McBride

Chapter Chapter 4 in Managing Projects in the Real World, 2014, pp 49-55 from Springer

Abstract: Abstract As you learn and refine your craft, one thing all PMs come to realize is that how you initiate a project can have a profound effect on its overall success or failure. In fact there are the corner cases—what I like to call the “special” ones: the high-priority and low-priority projects as well as projects that feed into chaotic programs. Get assigned a high-priority project and you’ve got to hit the ground running and juggle a gazillion things at once. For a low-priority project you’re probably going to have to beg people to talk about it. And that project that feeds into a very chaotic program? Well, you just might pull out all of your hair trying to get that one started! Obviously your standard kickoff tactics aren’t going to be all that effective when dealing with these types of projects, so let’s talk about tactics that do work!

Keywords: Project Team; Planning Session; Program Team; Corner Case; Ambiguous Direction (search for similar items in EconPapers)
Date: 2014
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4302-6512-2_4

Ordering information: This item can be ordered from
http://www.springer.com/9781430265122

DOI: 10.1007/978-1-4302-6512-2_4

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().