| Flap 1 |
Flap 2 |
| According to survey data, 30% of projects are never completed. | IPM adds a special method of creating useful time buffers or risk factors. |
| Skills needed to run a project are the same as any other managerial role except, the objective is to win the support of team members who often must be treated as if they were volunteers. | A PM with limited technical skills who is somewhat awkward in interpersonal relationships can still successfully lead a project. |
| The success of a project depends on the PM instilling in the team the fact that they are the lifeblood of a project. | Many team members feel that thare are already overscheduled when they are assigned to a project team. |
| To ensure project participation by project team members, the PM is forced to treat them as volunteers. | To establish trust & credibility, PM's must be honest and forthright regarding any info regarding the org or technology. |
| Praise should not be extended under false pretenses in an effort to undermine or manipulate persons later. | In an effort to motivate and individual that has been resistant to participate is to give them individual attention. This might have to occur in a on on one conversation. |
| Recognition with rewards is the strongest motivator | The PM & the team must speak the same language. Without it, chaos will reign. |
| Limiting meetings to 2 hrs helps gain meeting participation from the "volunteers". | Internal customers. Even though we may all work in different departments, we must all work together to achieve a successful project team. |
| A PM cannot be expected to be a master trainer but must be conscious of he trainer/mentor role & plan to deliver whatever training is needed. | Negotiations with a customer occur at a project's outset & are done to arrive at a project's specification. |
