Project Management Questions

8/7/2019 Project Management Questions

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PROJECT MANAGEMENT QUESTIONS

This is a list I refer to regularly.

Initial Project Fact Finding

Write A List Of People Who Will Have Information You'll Need & The Types Of InformationThey're Likely to Have.Build Rapport With Them By Reflecting Their Preferred Communication Style.

Prepare At Least One Open And One Closed Probe For Every Topic You Plan To Address.Gather Information Until You're Sure About The Project's (1) Purpose, (2) Outcome, (3) Value,

(4) Potential Problems, (5) Your Responsibility & Authority, (6) The Budget & (7) TheDeadline.

Getting Enthusiastic Help From Participants

Start Building Your Overall Influence Foundation By Sincerely & Proactively Developing ASupportive Network.

Mini-Max Participant Outcomes You'd Prefer & You'd Need, Then Mini-Max A Range OfCommitment You'll Request.

Use Priority & Ability Probe Information To Determine Whether A Potential Participant NeedsTelling, Selling, A Delegated Task Or Coaching/Training To Succeed.

Planning The Project

Get People Involved In The Early Planning Stages Of Your Projects.Explore Creative Solutions When Risk Is Low And Upside Potential Exists.

Develop Draft Goal & Milestone Sequences As Early As Possible To Focus Project Team Input.Prepare Project Charts That Reveal Enough Detail So You Can Effectively Spot Potential

Trouble & Proactively Manage Key Dependencies.

Prime Mover Review MeetingsKeep Your Project Prime Mover Up To Speed On Results & Plan Variances.

Prepare An Agenda & Objective(s) For Every Project Review Meeting (Initial, Periodic &Emergency).

Avoid Meetings When Another Method Will Yield The Same Or A Better Result.Make Time To Prepare For & Follow Through On All Project Meetings.

Have The Tact & Courage To Exhort, Present, Control, Summarize & To Ask For SpecificAction/Resource Commitments.

Time Management For The Project Manager

Load Your Planner With All Key Activities And Outcome Dates. Refer To It Before Saying"Yes" To Anyone.

Prioritize Planned Activities &, When Asked For Help, Clarify, Calibrate, Compare & EitherChallenge or Cooperate To Protect Your Plan.

Use Milestones To Reduce Procrastination; Hand Off Results When They're "Business Ready"To Control Perfectionism; Use The Next Response Rule To Improve Listening.

Influencing Participants & Prime MoversAnticipate Project Changes & Influence People To Keep Your Project On Line.


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Learn Enough About Team Members To Identify Their Wants/Needs & To Work ParticipantBenefits Into Your Projects.

When Influencing, Ask More Questions/Probes Than Usual. Best Case - Talk 30% & Listen70%.

Welcome Resistance And Discuss/Problem Solve Objections In A Way That Builds Partnering

Relationships.Ask For Resources, Support And Commitments From Project Prime Movers & Milestone/TimeCommitments From Project Players.

Presenting Project Results

Find Out About Your Audience's Expectations, Interests, Familiarity With The Project AndTheir Opinions Of The Project Before Preparing.

Prepare A Presentation Goal First, Then Write Enabling Points That Support The Goal.Select Facts, Evidence And/Or Expert Opinion That Support Each Enabling Point.

Be Sure To Use The Presentation For Interaction - Not Core Dumping.

Teamwork From Project TeamsIdentify Your Participant's Team Maturity Level - Do They Identify With The Project And Each

Other?, Are They Motivated To Learn And Achieve?, Do They Trust Each Other And You?, DoThe Communicate About The Project Frequently, Meaningfully And/Or Productively?

Find Things That You, As Leader, Can Start And Stop That Will Help Your Team Mature FromDependence Through Independence To Interdependence.

Emphasize Listening, Trust Building, Empowerment And Balance As Team Priorities.Follow Through

Celebrate Project Team Successes During And At The Conclusion Of The Project.Write Personal Thank You Notes To Individual Project Contributors.

Consider Debriefing The Team And Prime Movers - Harvest And Capture Lessons Learned.Download a pdf version of the Project Checklist by clicking on any word in this sentence.

Sales Productivity Checklist

Territory/Strategic Planning(First Things First)

Where Are My Key Accounts & What Is Their Growth/Profitability Outlook?What Are My Sales & Margin Objectives For All My Core Accounts?

What Outcomes Must I Make Happen By When To Meet My Account & Territory Objectives?Who Are My Competitors & How Do We Stack Up In Terms Of Exclusives & Better Thans?

What Sales Tools, Joint Call Support, Authority & Pricing Input Do I Need & How Do I Set ItUp?

Prospecting

(Facts To Find)Do They Need My Product Or Service & Do They Have The Resources To Pay?

Are They Happy With Their Current Supplier?Who Is The Decision Maker & Who Are The Influencers?

What Do They Do And How Do They Do It?When & How Do They Make Buying Decisions?


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Who Are My Established Competitors & What Are My "Better Thans" and "Exclusives."Have I Learned Enough And Told Them Enough To Ask For A Second Call And To Effectively

sell During It?

Call Planning

(Need To Know)What Was My Last Call Objective?What Did I Learn And What Did I Promise During The Last Call In This Account?

Have I Learned Anything Since My Last Call That Could Be Important To A Key Contact?What Is My Objective(s) For This Call?

What Probes Can I Ask That Are Likely To Reveal Information I Need?Is There Anything/Anyone I Should Bring To The Call?

Is There Anyone Else From The Client Company Who Should Attend?What Are My Key Contact's Call Objectives?

Are There Any Objections I Can Anticipate?Where Is The Best Place To Have This Call (Client's Office, Lunch, Dinner, Etc.)?

What Time Of Day & Length Of Call Is Best?During The Call

(Things To Do)Adapt To The Client's Style & Stay Focused.

Let The Client Know Why I'm There.Do Less Talking Than The Client.

Ask My Probes & Follow Up As Needed.Actively Listen For Main & Supporting Points.

Restate & Confirm The Client's Key Points.Find Ways To Develop Relationships.

Connect Customer Needs To The Ways I Can Add Value To An Ongoing BusinessRelationship.

Close (On A Next Meeting, A Deal, Something).After The Call

(Follow Through)Write Notes Or A Call Report (Objective, Analysis, Next Actions & Recommendations).

Follow Up & Follow Thru Directly With My Management & Others As Needed.Do What I've Promised.

Think About How To Develop The Account.Keep on hand a copy of the Seller's Checklist.

High Yield Training Checklist

Before TrainingWhat Are The Specific, Immediate & Important Competencies You Seek? (What Must You

Know & Be Able To Do That Warrant The Training Investment?)Is A Training Session The Best Way To Develop The Needed Competencies? (Consider A Book,

Coaching, Mentoring, A Video On The Subject, etc.)Does Your Boss Agree With The Need For The Targeted Competencies & Is She Willing To

Help You Follow Thru? (Will She Prioritize & Hold You Accountable For Each NewCompetency?)


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Can You Identify A Training Program With Training Objectives That Match Your LearningObjectives?

Will The Content And Activities Described In The Program Agenda Clearly & Convincingly

Produce The Targeted Learning Objectives?

Is There Assigned Or Recommended Pre-Work To Improve Program Effectiveness OrEfficiency?Have You Prepared Need-Specific Work Situations To Work On In Class?

During TrainingDid You Arrive Early Enough To Meet The Instructor And Discuss Your Learning

Expectations?Did You Review The Program Book Before The Class Began To Identify Key Training Areas In

Advance?Did You Write Your Notes, Ideas And Comments In Your Program Book To Avoid Loss &

Make Later Access Easy?Did You Ask Questions Whenever Key Point Clarification Was Needed Or You Wanted To

Know How A Particular Skill Could Be Applied To Your Situation?Did You Stretch Out Of Your Comfort Zone When Practicing New Skills During Group Role

Plays?Did You Maximize Practice & Feedback By Volunteering For Whole Class Demonstrations?

Did You Enthusiastically Participate During Large & Small Group Activities?Did You Provide Thoughtful Feedback To Other Small Group Participants?

Did You Develop A Realistic Follow Through Plan Before Leaving?After Training

Did You Meet With Your Boss As Soon As Possible To Review The Program Experience &Follow Thru Plan?

Did You Solicit Coaching Help From A Boss Or Mentor To Help You Stay On Track With YourFollow Thru Plan?

Did You Schedule Competency-Building Activities Into Your Daily Planner?Did You Offer To/Actually Lead A Brown Bag Overview Of The Training Program High Points

For Co-Workers?Did You Review Your Levels Of Competency-Specific Improvement At Two, Four And Six

Months-After?Did You Provide The Company, Your Supervisor And/Or The Trainer With A Review Of The

Program's Productivity- Enhancing Impact?Keep on hand a copy of the High Yield Training Checklist

Team Excellence Checklist

Playbook For CoordinationWhat Is The Specific Outcome Or Activity That The Team Is Responsible For? (Are They

Solving A Problem (Solution), Resolving An Issue (Agreement), Or Testing A New Method(Preferable?)

Who Is The Team Sponsor & What Are The Performance/Outcome Standards?Does The Team Possess Or Have Access To Sufficient Resources? (What New Equipment,

Capital, Support, Etc. Will Or Might Be Required?)Is The Team Made Up Of The Right Players? (Are Team Mates Skillful, Knowledgeable And


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Innovative Enough To Produce The Desired Outcome?)Do All Team Mates Have A Roster That Is Dedicated Solely To Names, Numbers & Addresses

Of The Team?Has A Plan Been Prepared That Clearly Communicates Expected Team Actions, Handoffs And

Outcomes?

Does Everyone On The Team Use A Planner To Schedule & Follow Through On Team Actions?

Fundamentals For Execution

Have All Team Mates Made Overt Commitments To Do Their Individual Best & To Work ForTeam Excellence?

Do Bosses To Whom Team Mates Report Adjust Workloads & Priorities To Allow For TeamParticipation?

Do Team Mates Look For Improvement Opportunities & Bring Them To The Team ForConsideration?

Do Team Meetings Include Only Those People Who Are Required In Order To Accomplish TheMeeting Objective?

Does The Team Leader Prepare & Distribute Team Meeting Summaries To The Entire Team &Others Who Need To Know?

Does The Team Practice Consensus When Considering Issues, Opportunities Or Problems?(Everyone's Opinions & Options Are Voiced & The Best Team Action Is Synthesized By The

Leader.)Do Team Mates Take Note Of & Comment On The Unique Contributions Of Others?

Do Team Mates Ask For Help Only When It Is Absolutely Essential?

Leadership For DirectionDoes The Leader Establish & Maintain A Strong Relationship With The Team Sponsor?

Does The Leader Schedule & Protect Enough Time To Do All Of The Necessary Activities?Does The Leader Make Team Decisions When Necessary & Delegate Decisions When

Appropriate?Does The Leader Use Plans & Performance Information To Anticipate & Pre-empt Problems Or

Shortfalls?Does The Leader Support, Encourage & Have Fun With Team Mates?

Does The Leader Identify & Remedy Conflicts Between Team Mates, Team Mates & TheirBosses & Others Who Might Impact Team Success?

Keep on hand a copy of the Team Excellence Checklist

Meeting Master ChecklistBefore The Meeting

Be Sure to bring enough business cards for all participantsBe Sure to prepare questions before arriving

Do not leave meeting without contact information business cards, emails, fax #, etc.Is A Meeting The Best Way To Handle Your Communication Need? (Consider A Memo,

Conference Call, E - mail, Video Conference, Presentation, etc.)What Must You Leave The Meeting With (A Decision, Commitment, Ideas, Consensus, etc.) In

Order For It To Be A Success? (After You Answer This, Revisit The Question Above)What Is The Sequence Of Topics That Must Be Addressed In Order To Accomplish Your


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Meeting Objective?In What Ways (Discussion, Brainstorming, Planning, etc.) Must You Address Each Topic And

For How Long?Who Must Be Present At Your Meeting For You To Accomplish Your Objective?

Where Should The Meeting Be Held In Order To Increase Comfort And Reduce Influence? (i.e..

You Influence More In Your Office)When Should You Meet And For How Long?Have You Prepared And Sent A Detailed Agenda To All Participants?

During The MeetingDid You Arrive Early Enough To Prep The Meeting Room And Yourself?

Did You Start The Meeting On Time?Did You Confirm That Everyone Received And Understood The Agenda And Is Prepared To

Work?Did You Introduce The First Agenda Topic And Indicate The Preferred Way Of Addressing It

e.g. "Generating Ideas Is The Approach I'd Like To Suggest With Our First Item, SalesInitiatives.")

Did You Encourage The Less Talkative And Ride Herd On Monopolizers?Did You Alert The Meeting Members When Agenda Items Were Within 2 to 5 Minutes Of Their

Allotted Time? (e.g.. "We've Got Five Minutes Left With This Item, So . . .")Did You Use A Concerns Flipchart To Capture Unfinished Business?

Did You Summarize & Confirm Conclusions And Commitments?Did You Thank Participants?

Did You Take Notes?After The Meeting

Did You Complete A Short, Clear Summary Of The Meeting, With Emphasis On Decisions AndCommitments That Were Made?

Did You Distribute The Meeting Summary To Every Participant And Anyone Else With A NeedTo Know Within 36 Hours Of The Meeting?

Did You Begin And/Or Complete Any And All Of The Actions That You Committed To DuringThe Meeting?

Did You Follow Up With any Meeting Participant Who Made A Commitment?Did You Express Thanks To Any Participants Who Added Superior Levels Of Value To Your

Meeting?Did You Probe Any Participants Who Were Unusually Quiet Or Who Expressed Reservations

With Topics Or Outcomes?Keep on hand a copy of Meeting Master's Checklist

Be prepared to give an account of results

Prepare reports-utilize spread sheetsBe organized

Write it down and keep a recordDon't be afraid to ask questions

Be prepared to ask questionsNetwork often

See/think/anticipate around the corner


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More QuestionsWhat is the companys image within the community?

How has it responded to any events that may have damaged its reputation?What measures has it taken to improve its image?

Have you identified a champion for the project (one who is staunch advocate!)

What is the organizational structure of the company?Are there concerns about excessive levels of management?Are there concerns about excessive or inadequate spans of control?

About a clear definition of authority and responsibility?What are the formal and informal networks within the company through which critical activities

are performed?How well do these networks function?

Who are the key leaders of the company?What significant changes have recently taken place in the leadership?

Does the leadership of the company actively plan for its own succession in the best interest of thecompany, its owners, and its employees?

What are the backgrounds and experiences of the key leaders?How well do the key leaders' backgrounds and experiences prepare them to lead the company?

What is the leadership style of the key leaders (e.g., participative, autocratic, militaristic, formal,informal, etc.)?

How well-suited is this leadership style to the needs of the company?What are the leaders views on taking risk?

Are they taking an appropriate level of risk given the nature of the business?What is the value system emphasized by leadership (i.e., the balance and emphasis given to

meeting performance goals, providing customer service, achieving productivity and qualitystandards, etc.)?

What is the capital structure of the company (i.e., the portion of capital provided by commonshareholders, preferred stock, long-term debt, short-term debt, etc.)?

What are the implications of this capital structure?What are the major types and concentrations of ownership (e.g., sole owner, family, institutional

investors, takeover specialist, etc.)?What are the implications related to this ownership concentration?

Have there been any significant changes in ownership?How are these ownership changes affecting the company?

Is this company vulnerable to takeover threats?How has the company responded to takeover threats?

Have there been efforts to sell significant assets or divisions or the entire company?What is the current situation related to such sales efforts?

Is the company regarded by employees and management as a rewarding place to work?What are the key factors in this assessment?

How would you assess the motivation of employees to perform quality work?What are key contributing factors?

How would you assess the work environment at the company (e.g., work ethic, spirit ofcooperation, teamwork, trust, etc.)?

What has the company done to establish a positive work environment (e.g., communication of


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purpose and vision, employee participation in key decisions)?Do management and employees have a strong customer service mentality?

What type of relationship does management have with the key shareholders?What role do owners take in managing the company (e.g., active owner-manager, active

shareholder groups)?

What relationships does management have with the key customer leaders?What relationships does management have with the key regulatory & legislative leaders?What is being done to strengthen these relationships?

What concerns are there about the availability of skilled workers to meet the companys needs?Has employee turnover been a significant factor?

What generates such significant turnover?What steps has the company taken to manage these concerns (e.g., hiring from different skill

areas and backgrounds, internal training programs, emphasis on retention)?Has the company experienced any problems with labor relations?

What generates these labor problems?How does the company ensure that its employees receive adequate formal and on-the-job

training to perform their duties effectively?How does the company ensure that its resources requirements are consistent with customer

needs?What alternative resources exist that might help the company improve its operations or maintain

present standards?

Are there long production lead times at different points in the production process? Whatare the causes?

What steps has the company taken to improve lead times and shorten the length of the productionprocess?

Are there high levels of materials or work-in-process?What productivity techniques does the company use to minimize materials and work-in-process

inventory (e.g., just-in-time techniques, centralized supply stocks, etc.)?What innovative ideas have been implemented in the design and layout of plant or office

facilities?How might efficiency be improved in work areas?

What is the financial performance of the company for relevant periods?Has the company experienced losses or profits that are below expectations or below the industry

average?If so, what are the reasons and what actions has the company taken to remedy the situation?

Are revenues or growth rates below expectations?If so, what are the reasons and what actions has the company taken to remedy the situation?

Is the company in need of substantial additional capital?How does it ensure that its operations are adequately financed?

Has there been sufficient growth in owners equity?

What actions has the company taken to ensure sufficient growth in equity for the owners?

How do the financial markets rate the company (e.g., financial strength, managementcapabilities, debt rating)?

Is its stock price undervalued?What are the key expectations, or the investment philosophy, of the owners of the company


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(e.g., long-term growth, current earnings, tax shelter, etc.)?How well are these expectations being met?

What is the companys business purpose and strategy?What customer segments and customer needs are addressed by this strategy?

How does this strategy differentiate the company from its competitors?

What are the key strategic issues?What are the key assumptions underlying the business strategy?

How has the companys strategy accounted for the changing wants and needs of customers?How have its products and services evolved to meet those needs?

How does the business strategy take into account the strengths and possible actions ofcompetitors?

How does the company consider the expectations of owners in developing its strategy?What latitude is given by the owners to allow management to develop and pursue the strategy?

What changes are underway or anticipated in the availability, quality or cost of key resources?How will these changes impact the business strategy?

What major changes are underway or anticipated in the key environmental factors affecting thebusiness (e.g., demographic changes, technological advances, new laws and regulations, etc.)?

How will these changes impact the business strategy?How is information acquired? Major area of focus-information resources

What are the primary types of information (e.g., reports, ad hoc information, etc.) used bymanagement to run the business?

How do they obtain this information?How well does it meet their needs?

What methods are used to regularly obtain information about customer wants and needs?How is this information imparted to the companys various organizational units and levels?

What information does the company regularly obtain about competitor actions, market sharechanges, and competitor strengths and weaknesses?

What information does the company regularly obtain about changes in key environmental forcesaffecting the business?

What information does the company regularly obtain about changes in the availability, quality orcost of resources needed in the business?

What information does management use to monitor and direct operations?What methods are used to ensure that the people in the company have the right information to

make the right decision in conducting their duties?What methods are used to ensure adequate investigation of budget variations?

What technological tools are used to obtain information?Is the acquisition of information high on the priority list?

Are information systems adequate to produce timely and accurate information needed to run thebusiness?

What concerns does management have about its systems?How effective are the accounting systems in recording and processing transactions?

How effective are the accounting systems at reporting budget versus actual variances?

What procedures are in place for controlling the development of software applications and

changes to those applications?What security measures are in place to protect the integrity of the information in the management


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information systems?What measures are in place to capture and preserve key information potentially needed for

litigation purposes?What has the company done to establish an atmosphere of continuous improvement regarding

quality, productivity, and customer responsiveness in its operations?

What performance measures has the company initiated to reinforce responsiveness to customerwants and needs (e.g., quality measures, productivity measures, timeliness measures, etc.)?How does the company compare itself with best practices and results obtained by competitors?

How does the leadership monitor developments affecting customers, suppliers, and owners?What types of contact does leadership have with suppliers?

How does leadership monitor developments among its key competitors?How does leadership monitor the needs/desires of its key customers?

What significant customer needs/desires/issues have arisen most recently?How does the company balance the potentially conflicting needs and values of the different

interested parties?How does leadership monitor critical developments/trends in the countries/regions in which it

operates?What are the most significant developments and trends in those countries and regions?

How does leadership monitor changes in environmental forces?Does the production of different products or product lines require the frequent conversion of the

production process?Do high set-up costs and long delays for this conversion limit competitiveness and discourage

flexibility in responding to different customer wants and needs?What significant development efforts are planned or in process to produce new products or

services (incl. E-commerce) or new production processes?Does the company have sufficient access to new technology needed for its development

activities?How does the company ensure that it maximizes the benefits of technology in its production

processes?What are the opportunities for improving the quality or productivity of operations through the

use of technology?How does the company protect the value of its intellectual capital?

How does management communicate the business strategy to employees?What are the primary tactics used by management to implement its strategy and monitor

progress?Do the employees believe in the strategy and understand their roles in executing it?

What are the companys criteria for allocating scarce resources (e.g., human resources, capital,production facilities, etc.) between alternative uses (e.g., product lines, construction projects,

etc.) set forth in the business strategy?What new plans (e.g., new products, expansion into new markets) are contemplated by the

business strategy?How would you assess the business knowledge, management skills, and technical skills of key

management personnel and key employee groups?What are the significant concerns?

How does the company attract people with the right skills for the management and operations ofthe company?


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How well do functions such as recruiting, promotion, counseling and termination supportdevelopment of key competencies in the company?

How well do training programs support the development of necessary skills?How are employees trained to recognize litigation risk inherent in their activities?

How are employees trained in dispute resolution methods?

How well do the formal and informal reward structures of the company support the competenceand motivation of management and employees?What efforts has the company made to ensure built-in, first-time quality in manufacturing of

products or delivery of services?How is quality monitored and measured?

What quality problems exist (e.g., long production or delivery time frames, missed deadlines ordelivery dates, high scrap rates, high levels of reprocessing)?

What techniques does the company use to enhance quality and identify quality problems (e.g.,statistical process control)?

Does the company provide quality checks throughout the production process or just at the end?How well do various functions coordinate activities with each other (e.g., engineering with

production, sales with distribution)?What problems exist that undermine productivity and customer responsiveness?

What is the companys long-term view of the business and the industry?How is this view considered in the business strategy?

How does leadership inspire employees to pursue and achieve the vision it has set forth?How does leadership communicate with employees on matters of strategy, plans and results?

What are the formal and informal methods used by leadership to spread their ideas throughoutthe company?

How effective are these methods?Does leadership encourage employees to develop and communicate creative ideas for improving

the business?What methods does the leadership use to obtain these ideas?

How does the company identify, mitigate and manage key risks?Does the company support and employ alternate dispute resolution practices?

Does the company pursue appropriate insurance recovery of environmental remediation costs?How does leadership monitor changes in legal precedent affecting the company?

What are the most significant legal developments and issues?Senior executives do not necessarily need to understand the minutiae of IT.

For example, consider the following questions when reviewing proposals from project teams:How does this proposed project help the organization achieve its objectives? Why should we

invest in this? An IT project should either add value or reduce risk.Is the project's objective measurable? If it isn't, how will you know that the project is done and/or

successful?Who was involved with creating the proposed solution? Did the project team involve the right

people to truly create a solution?Is this project dependent on any other projects? What risks are associated with this dependency

and how will the team manage them? Sometimes a hidden dependency can doom a projectbefore it has even started.

Did finance review the money side? Do they approve of the project?


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What are the risks associated with this project? Any project carries with it some degree of risk.Did the project team formally consider all of the risks and come up with mitigating controls in

alignment with the organization's risk appetite?

What if this project fails?This key question should be part of the above-mentioned risk management plan. Should thisproject fail, will the firm be none-the-worse-for-wear, worse off, better off, or some combination

thereof?Who reviewed the technical aspects of the proposal for issues like standardization, capacity and

database design? Did they approve? The goal is to avoid surprises, such as finding out that aproject in one area requires resources that are constrained in another.

Who reviewed the process aspects? Did they approve? For a successful outcome, any projectmust assess the impacts not just on technology, but also on people and processes. Can the

organization support any changes?Who reviewed the human, or HR, aspects? Did they approve? Again, successful projects rely on

people, processes and technology. Can the people support the project? Do they have the rightskills? Will there be a political impediment?

Who reviewed the project plan? At the heart of all this is sound project management. A formalplan should exist following a methodology approved by the organization.

Who reviewed the IT security aspects? All too often, security is brought in at the end of theproject. IT security should be involved from the start to identify any risks that need to be

addressed.Did the sponsor and stakeholders formally approve the project? For the sake of accountability,

require that the project sponsor and stakeholders sign off on the project. This is to ensure that theobjectives, requirements, risks and expenses are clearly understood. This is done to avoid the

useless blame-game that happens when problems arise. It also will send a clear message thatproper planning, communication and demonstrable results are mandatory.

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Project Management Questions