PMP Study: Traditional Project Manager Mindset breakdown

• Your final decision should always benefit the project. Most value over project outcome.
• Try to use tools that are inclusive (whiteboard) over complex software.
• All scope changes should be assessed on how it will impact all other parts of the project: schedule, cost, quality, resources, communications, risk, procurement and stakeholder engagement.
• When conducting estimates use a bottom-up approach NOT top down. This will lead to more correct estimates but requires more in-depth work.

·       Your main job is to be the integrator of all the components of the project. Don’t concentrate on one while ignoring the others.

·       Update the lessons learned register throughout the project.

·       When closing the project, ensure all bills are paid and resources are released.

·       Projects that are terminated early still needs to be closed formally through the close project or phase process.

• The best people to break down the work is the project team.
• The best people to determine when an activity may happen are also the project team.
• Quality requirements should be defined early and checked often to ensure it gets done.
• The customers are the best people to check a deliverable for scope conference and quality requirements being met as they are the ones that will use the product.

• Before resolving conflict between team members, be sure to understand the source of the conflict.
• Conflicts between team members should always be resolved for the benefit of the project objectives, not to take sides with either party.
• Before communications are sent out to stakeholders, ensure to analyze their needs and determine what they’re looking for, how often and by what method they would like it to be delivered, and who will deliver it to them.

Utilize the skills of emotional intelligence to analyze your own feelings and those around you to respond to stakeholders’ needs and requirements. Emotional intelligence allows you to solve problems quicker and more effectively.

• Identify as much risk as possible as early as possible on a project. All identified risks should be documented in the risk register along with their corresponding risk responses.
• A negative risk is known as a threat while positive risk is known as an opportunity. Ensure to identify and document responses to both.
• When selecting a contract to use on a project with potential sellers, always use a contract that is mutually beneficial to both the seller and buyer that fits the overall project objectives.

• Engage stakeholders often and regularly. Use things such as meetings, one on one conversations, phone calls and presentations to engage them.
• When engaging your stakeholders, ensure they understand the communications they are receiving. Tailor your communication to individual stakeholder needs.