Abbott Project Management Playbook

• Be realistic throughout the development of the project, evaluating its performance • Never despise minor details • Openness to look for help when necessary • Know the correct time to say yes and no • Monitor every process implemented • Know the right time to delegate • Be open for negotiations • Be polite and confident when speaking • Project controls: change control, cost/schedule control, risk management • Recognize limits/boundaries • Do not avoid conflicts • Deal with mistakes and communication properly/timely • Exercise active listening

3.10 S TAKEHOLDERS See Section 2.0.

The stakeholders are individuals or organizations that are somehow engaged with the project. The project should attend to their needs and the Project manager is responsible of identifying and analysing them. Like risks, they can have positive or negative influence/impact on the project. The most important stakeholders are: • Client • Sponsor • Project manager • Project team The stakeholders usually have more than one function inside the project and the project manager should differentiate them and treat each stakeholder in a unique way. For example, the sponsor can also be your client and you, as project manager, must attend all your client’s needs as client and sponsor, keeping their engagement. 3.11 C OMMUNICATION P LAN The communication is certainly one of the most important knowledge areas for the Project manager, because it represents around 90% of his time, as he is the link between people, ideas, and information. Most of the problems result from lack of communication, and there is a strong relation between the project development and the project manager’s ability to manage communication. The project charter can provide an idea of the communication necessary to achieve project success. The best practices for communication are focused on who (person who is responsible for delivering the communication), what (the type of communication), why (the rationale for the communication plan), where (the location where the recipient will find the communication, if specified), when (the time and/or frequency at which the communication is delivered), how (the delivery mechanism that will facilitate the communication), and to whom (the audience or recipients of the communication). 3.12 D ECISION R IGHTS Express the logic about who is authorized to make what types of decisions inside the project, both in terms of everyday effectiveness and the bottom line. Four steps can assist the decision rights: • Company • Suppliers • Procurement

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