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You are running a major project with four sub-projects. Each of the sub-project managers has developed a risk management plan, identified many risks, analyzed them and planned for risk response. It is now two months later. What should you not do?
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A project manager’s PDM network schedule gets audited by a scheduling expert. The expert tells the project manager to focus more on nodes with “path convergence”, also known as “sinks”. What is he referring to?
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During risk identification sessions, you and your team identified more than 150 risks for your project. You are afraid that evaluating each of these risks quantitatively will cost you an enormous amount of time, while not all of them are really relevant and important enough to justify such a measure. What should you do next?
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During execution of a project, you observe that the performance of some of your team members is dropping, while others are doing a consistently good job. What should you try first to bring the team as a whole back to performance?
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Your management announced that they want to put you on a stretch assignment. In this situation, you should consider that…
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Following the cultural approach of the corporation for which you are starting to manage a project, you are guiding your project team through the first life-cycle phase of conceptualization. Your next step is to call for a team meeting to let ideas emerge in an unrestricted creative process. What exactly should that look like?
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