Dear All: General Plans From Here to End of Semester

I realize you have a lot on your plate balancing the specific requirements of each course, so that you are able to maintain performance. Here's basic info on how my courses will run; at the re-start of classes:
  1.  There are no longer any plans to have students present, obviously. I'll let you know about any papers.
  2. As everyone is familiar with this site, it is home base for you. As usual, my entire content for the week will be provided to you.
  3. I plan for open book quizzes and responses from you. It is very important that you adhere to due-date schedules. If you don't you will lose points. I am going to keep it simple: you will respond to me via email @ You don't need attachments, you can respond within the body of the email. At any give time I will manage hundreds of responses, and I will give you directions to ensure you are credited. PLEASE FOLLOW THOSE INSTRUCTIONS as you submit.
  4. I am available to you via text and phone anytime. Please identify yourself by providing your name and the class if you need to connect personally. If you prefer we can do Zoom for Facetime. I do not think it is necessary for me to call a Zoom class for my management courses. But do plan on responding to me via email!

These unique times offer us a different sort of challenge and opportunity to learn particular, and necessary, tenets and principles of management and leadership. You will be asked to think critically in response to topics under discussion any given week.

I'll be setting up specifics for the next week shortly. There is nothing due immediately!



Your A-Z Guide of Project Management Terms is Here - I've Highlighted a Few You Should Definitely Know Project Management Terms.docx (64126)

Course updates are posted to your left, following my contact info, and may be modified throughout any given week with additional slides or material. It's your responsibililty to manage your course by keeping up with its documentation. Mastering flows of information is a critical project management responsibility, separating the good from the best. 


This Course prepares you by providing lessons and experiences to enhance your PM mastery. A masterful PM:

Seeks and uses feedback

Is self-confident in a non-arrogant way

Is a “straight shooter” who is able to be direct without being disrespectful

Takes full accountability and never makes excuses

Exhibits business acumen (e.g., when presenting to senior management, links their analysis and recommendations to real business issues)

Highly proactive (versus reactive) in their approach to getting things done; is a self-starter who takes action without waiting to be asked/told

Resourceful; able to figure out a path forward when faced with obstacles or situations with a high degree of ambiguity

Views issues cross-functionally and avoids “silo” thinking

In terms of time management and prioritization, balances the urgent and the important

Is outcome-focused (versus activity-focused) and exhibits ROI (return on investment) thinking when considering where to allocate time, money and resources



The Reminder Column



Your Week-by-Week Mastery List - What We'll Cover, Not Necessarily in Order

1. Know what experts note are the most desireable traits in Project Managers. Know your own strengths and skills, and understand how to respect others'.  Spend time and thought optimizing your combined strengths and gifts. 
2. Perfect your professional aim through a review of credentialing options that are right for you. 
3. Know how to address the ongoing challenge of managing team professionalism.
4. Know how to deploy your strengths and manage your own weaknesses and blind spots.
6. Understand how much of the PM skill set is learned through patient practice and experience.
7. Learn how to handle a Challenging Sponsor with tact and skill
8. Understand precisely how the point of ignition - the project's start - can make or break a project (scope, charter, plan initiation)
9. Know the value of a strong charter, and how it prepares the preliminary basis of just about everything. Got a problem in planning? RETURN TO CHARTER.
10. Understand the sticking points in processes related to just about any organization or initiative. There tends to be biases in our assumptions regarding how people receive messages we send, or to each other. Process analytics compels us to think through what a given group of "receivers" might need in order to become optimally effective.
11. Fully understand the value of current organizational process assets; assess for refinement throughout your project, but ask about current assets.
12. As a PM consultant, be able to have tools ready to motivate any team to positive action when time is of the essence.
13. MASTER scope assessment and key project parameters through skillful questioning as described in your assigned paper from MIT