Mobi/ePub Making Things Happen Mastering Project Management Theory In Practice [EBOOK EPUB KIDLE]

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Based on his nine years of experience as a program manager for Microsofts biggest projects, Berkun explains to technical and non-technical readers alike what it takes to lead critical projects from start to finish. Here are 16 chapters on the critical and common challenges of leading projects and managing teams, diagrams, photography, and war stories of success and failure. Berkun offers practical tools and methods to make sure your projects succeed. What To Do When Things Go Wrong From Making Things Happen, Chapter 11 1. Calm down. Nothing makes a situation worse than basing your actions on fear, anger, or frustration. If something bad happens to you, you will have these emotions whether youre aware of them or not. They will also influence your thinking and behavior whether youre aware of it or not. (Rule of thumb: the less aware you are of your feelings, the more vulnerable you are to them influencing you.) Dont flinch or overreactbe patient, keep breathing, and pay attention. 2. Evaluate the problem in relation to the project. Just because someone else thinks the sky has fallen doesnt mean that it has. Is this really a problem at all? Whose problem is it? How much of the project (or its goals) is at risk or may need to change because of this situation: 5%? 20%? 90%? Put things in perspective. Will anyone die because of this mistake (youre not a brain surgeon, are you?)? Will any cities be leveled? Plagues delivered on the innocent? Help everyone frame the problem to the right emotional and intellectual scale. Ask tons of questions and get people thinking rather than reacting. Work to eliminate assumptions. Make sure you have a tangible understanding of the problem and its true impact. Then, prioritize: emergency (now!), big concern (today), minor concern (this or next week), bogus (never). Know how long your fuse is to respond and prioritize this new issue against all existing work. If its a bogus issue, make sure whoever cried wolf learns some new questions to ask before raising the red flag again. 3. Calm down again. Now that you know something about the problem, you might really get upset (How could those idiots let happen!?). Find a way to express emotions safely: scream at the sky, workout at the gym, or talk to a friend. But do express them. Know what works for you, and use it. Then return to the problem. Not only do you need to be calm to make good decisions, but you need your team to be calm. Pay attention to who is upset and help them calm down. Humor, candor, food, and drink are good places to start. Being calm and collected yourself goes a long way toward calming others. And taking responsibility for the situation (see the later section Take responsibility), regardless of whose fault it was, accelerates a teams recovery from a problem. 4. Get the right people in the room Any major problem wont impact you alone. Identify who else is

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