A Survival Guide for Project Managers (1998) by James Taylor

By James Taylor

Venture managers desire detailed units of abilities - technical talents to accommodate tracking, monitoring, and controlling a venture, and human abilities to deal with the issues that normally come up whilst humans needs to interact. A Survival consultant for venture Managers blends those very assorted ability units right into a accomplished, all-in-one source ideal for someone who must research the basics of venture administration.

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But project management is a profession that requires both: speaking one-on-one and to groups. The effort to break this pattern of not trying will provide the impetus to improve, and improving your ability to speak before a group has the added benefit of increas- Page 28 ing your overall confidence and capability to deal one-on-one. These misconceptions about making presentations or speaking while in a group create an enormous amount of apprehension. Often this apprehension is strong enough to paralyze you into such a state that you can never gain enough courage to speak out in a group, much less make a formal presentation.

Unclear goals and senior executive direction 4. Uncommitted team members 5. Inadequate planning 6. Communication breakdowns 7. Goal and resource changes 8. Interdepartmental conflicts or inefficient use of available resources. Whatever the reason, it is no less a problem to the project managerhe simply finds himself in the position of having to accomplish a project's goals when he doesn't have enough or the right people to do it. Unrealistic deadlines occur all too often. Usually these are deadlines imposed by the organization because it is reactively responding to a need or because it is promising earlier delivery in hopes it will make the company more attractive competitively.

There are several key strategies to becoming a facilitative listener (they are summarized in Exhibit 2-8): Be prepared. Being a prepared listener is every bit as important as being a prepared speaker. However, being prepared to listen isn't always possible. That is, if the opportunity to listen is the result of an unexpected one-on-one encounter, there may be no way to anticipate the topic of conversation. But if the meeting was requested, know what the meeting is about and be prepared to respond appropriately.

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