Guerrilla Tactics (Part 3)

Joe Wynne - March 13, 2002

Joe Wynne is a versatile Project Manager experienced in delivering medium-scope projects in large organizations that improve workforce performance and business processes. He has a proven track record of delivering effective, technology-savvy solutions in a variety of industries and a unique combination of strengths in both process management and workforce management.

From the first and second installments of this series, we learned how important it is to use special tactics to manage a project's workforce during multiple disruptive restructurings. Part of our four-part guerrilla battle plan was to establish project "war room meetings," because you need to continually assess your project risk (from cancellation or abrupt staff reductions and more). It is also crucial to be able to update the project workers on the status of the project. But from where does the information come that is analyzed in the war room meetings?

Battle Plan Part 2: Intelligence Gathering
Participants in your war room meetings will need intelligence from as many levels of the enterprise as possible. This intelligence should be relevant and factual--rumors and speculation are easy to get. Constantly check stakeholders and "the field" for the latest.

From the Sponsor and Stakeholders...
Go to stakeholders and project sponsors (or send the appropriate liaison), and get information relevant for the risk management meeting (war room meeting). Do not be afraid to ask direct questions. Approach these corporate representatives with their best interests and common goals in mind.

Ask point-blank questions about the viability of the project. If you do not feel that you are getting a truthful answer, request details on how the project fits in with the future …

Please log in or sign up below to read the rest of the article.

Guerrilla Tactics (Part 3)

Continue reading...

Sponsors

Vendor Events

Guessing is not a strategy: How to build decision velocity with AI and real-time data

Newsletters