2.1

Canvassing project team members and decision takers to get them to agree

2.2

Consulting others to get them to buy into the project's goals

2.3

Spending time and socializing with people who have power and influence

2.4

When decisions have to be made and you are providing options for the boss, always include one that is easy/obvious (not too obvious!) for them to reject.

2.5

Copying memos to your manager's boss

2.6

If you have to have an argument with the client, try doing it through someone else. For example, use your project controls manager to argue with their opposite number.

2.7

Managing the client's expectations to achieve Success: S=D/E, (deliverable/expectation). At the start of the project, tell the client how tough the targets are that they have set. Complain that the changes will delay the project. Tell them all your problems. Manage their expectations downwards. At the end of the project, give the key users something that is important to them; do a bit more than usual for the client. Increase the deliverables where possible, provided it costs only a little money.

2.8

Using ‘clever’ language. For example: one construction manager when asked: “How are things?” always said: “Fantastic.” He never said if they were fantastically good or fantastically bad!

Reasonable is a word that is usually interpreted by the receiver within their own mental context and, consequently, the issue being discussed is received favourably.

3.1

Terms of Reference:

1. No agreement to project objectives
2. Wrong people seconded onto the project team
3. Unrealistic deadlines or constraints; for example the budget

3.2

Feasibility Study:

1. Favouring an individual's preferred solution
2. Blocking new and different ideas
3. Constantly changing the objectives

3.3

Planning:

1. Artificially extending deadlines
2. Overestimating resource requirements
3. Planning and re‐planning to fit individual steering group members' wants, irrespective of whether this achieves anything

3.4

Developing, Executing, and Setting to Work:

1. Avoiding taking on actions, always delegating them to the rest of the team
2. Using the operational position as an excuse for lack of delivery on project actions
3. Changing the objectives and priorities
4. Going back on decisions

3.5 Evaluating/Post Project Appraisal:

1. Making things look better than they were
2. Criticising all of the things that went wrong without recognising the things that went well
3. Not evaluating projects to avoid confronting poor performance or results

4.1

As Churchill said: “In politics you don't have time. You only have moments.” Pick your moments carefully.

4.2

Be bold, make decisions, and do things that achieve results. Remember that it is much easier to apologise than to ask for permission.

4.3

Know the company procedures well, not necessarily because you are going to use them, but because you are going to use the cracks between them to achieve what you want to do.

4.4

Don't take on a more senior person unless you are prepared to go for broke and accept that you may have to resign. Remember senior management will always support the supervisor (as a project manager, this may sometimes put you in a stronger position – depending on the company's project management culture).

4.5

Remember there are always at least three sides to a story.

4.6

If you lack knowledge of a particular subject area, back the proposition from the team member who has the most logical and clearly presented argument. Choose the simplest proposition or solution.¹⁸

4.7

Never get the contract out in front of the client.

4.8

If you want to get promoted or move onto a better assignment, start looking for your replacement early and train them.

4.9

Train all your people through the Blanchard management cycle. See Section B Leadership and Motivation, subsection 3.

4.10

If, as part of your MBWA (see Section B, subsection 6), you talk directly to junior team members always stop off and tell their supervisor what it was all about. However, before wandering into their domain it is sensible to advise the supervisor of a group that that is what you propose to do.

4.11

Have a regular updating meeting with your boss; keep them informed. Before leaving, be sure that they have bought in and agreed to your proposals.

4.12

Train people to keep written records of conversations with the client and always report them to you, the project manager.

4.13

Don't forget to have your ‘lift speech’ ready for a senior manager that you want to influence. See also Section E Personal Skills, paragraph 14.3

4.14

CYA. Keep a project journal.

5.1

‘The squeaky wheel gets the oil.’

5.2

You may think that the route to success is to keep your head down, work hard, overcome problems, and deliver competent work. This won't necessarily get you promoted. The reward for hard work is more work, rather than appreciation! You may even find colleagues offloading some of their work onto you because you are ‘obviously the right person to do it, and you are so much better at doing it than we are.’