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Project Management by Mind Map: Project Management
4.3 stars - 3 reviews range from 0 to 5

Project Management

Projects change something and end. A good PM is simply a conduit for information. "A good PM never makes decisions and does no work" -


What do you have as a Project Manager to control the project How do you control the things you can't?


Identify "real" risks

Likelihoodand impact analysis

Management strategy - avoid, mitigate, accept, plan


Visibility - open issues only need be discussed

Move to resolve, through decisions or tasks

FAQs - for clients and project team

Issues per stakeholder


So, so important - identify your assumptions and the assumptions of others.  Discuss a process by which you bring things in and out of scope.


Constraints and dependencies

Managing scope creep

Project governance

Project executive / sponsors

Critical issue management


Delegated / managed authority


Day to day management of the project - daily happenings, reporting, analysis - are we tracking against what we said we would do?


A good PM never makes a decision - but identifies who should, and present them with the facts to make a sound decision that they can support.

PM makes no decisions

Identify decision makers present options

Decision log


Format, type of information required - talk about it first with the people who want reports. Don't assume you know what they want... which can be anything from a chat by the water cooler to a 80-page trifold booklet.

Regular reports to direct report

Senior user / sponsors / Board



Coaching skills and the ability to clearly set out what you want is so important here

Monitoring progress


Exception reporting

PM does little actual work...

Team meetings

Don't just meet for the sake of it - agree why to meet rather than when, and "meet by exception"

Effective meeting principles

Frequency - regular or by exception?


Starting and Ending - essential to any project. Why are we doing what we're doing? How do we know when we are finished?  Was it a success?

Client / Contractor engagement

Success criteria

Ongoing review

Business case

Why are we doing this - no more than six points

Measurable business targets

'describable' deliverables

Ending an engagement

Enduring change, Handover workshop, Documentation, Ongoing support

Engagement review, Success or fail, Lessons learned, Follow-ups


Tools and techniques to help plan; software such as MS Project helps here, but a word table can be just as effective.  

Product Breakdown Structure

PBS focuses on real things, tangible products - a server, a document, a piece of installed software.  By doing this, we can assess what it looks like, and add success criteria.

Whiteboard session

Described products - nouns

Identify dependencies and order of delivery


Breaking the project into stages is common sense - even higher level 'phases' for larger projects.

Current stage plan

Planning horizon

Key outline stages


Roles and Responsibilities

Probably the most important part - who does what, and more importantly who is responsible for it. Even though they often carry the can - it should never be the project manager.

Stakeholder identication

Who owns what? (different to does)


Who does what? What if they don't?

Change Management

What will this project change about tomorrow?  Next month?  Next year? How does the organisation plan for and support people through this change.

Communication plan

Operational processes - what will be different?

Selling the benefits