Project Management

The 4 pillars of PM

The PM's job is four things: visualize "what to do" with the WBS, visualize "where it's stuck" with the issue log, move "people" with stakeholder management, and update "agreement" with recurring reporting. Drop any one of these and the delay becomes invisible.

Linking the WBS and the issue log

Run the WBS and the issue log as separate things and they immediately come unlinked. Tie a "blocking issue ID" to each WBS task so that, when the issue is resolved, the WBS schedule moves automatically. This keeps "the reason it isn't moving" always visible.

Countermeasure patterns by problem type

The problems a PM runs into in the field follow patterns to a degree. Know them before you encounter them and you won't botch the first response.

• ─Delay — split countermeasures by cause type (skill shortage / decision delay / external dependency)
• ─Scope creep — grasp the "change management" process at the very start
• ─Conflict — separate and organize "fact," "interpretation," and "emotion"
• ─Stakeholder diversification — clarify the decision-maker with RACI

Stakeholder design (expectations × interests × involvement)

Just making a stakeholder roster isn't enough. For each person, design from the start their "expectations (what they want to achieve)," "interests (what about the project they're watching)," and "level of involvement (information-sharing only / consultation / decision-making)." Gaps with expectations become the breeding ground for later conflict.

The format for recurring meetings

A recurring meeting that's just a "progress report" is boring and no decisions happen. Use the following three-part structure.

• ─First half: progress (WBS completion rate / issue-log updates) — 5 min
• ─Middle: points (those needing a decision this week) — 20 min
• ─Second half: look-ahead (next week's risks / required actions) — 5 min