Traditional PM Mindset Part 1

• Identification of stakeholders is something done throughout the project, not just at the beginning
• Always follow a plan & never allow changes w/o an approved change request
• Any stakeholder that wants to change any component of the PM plan, will need to submit a change request
• All change requests will need to be reviewed & assessed for their impact
• Never take action without first creating a plan
• Consult with the project team before making decisions, as they will have a more practical approach

Traditional PM Mindset Part 2

• Your final decision should always benefit the objectives of the project. If there are conflicting methods on how to complete a particular task, then choose the method that would deliver the most value to the project outcome
• Try to use tools that are inclusive such as a whiteboard with a marker vs. complex software
• All scope changes should be assessed on how they will impact all other parts of the project including schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement
• When conducting estimates, use a bottom-up/expert judgment [when you get into details] and not a top-down [beginning of the project]. This will lead to more correct estimates but will require more work

Traditional PM Mindset Part 3

• Your main job is to be an integrator of the project components. Do not concentrate your time & efforts on one particular thing while ignoring others
• Update the lesson learned register throughout the entire project → can be transferred to future projects in the organization
• When closing the project, ensure all bills are paid off and resources are formally released [even if still in operations]
• Projects that are terminated early still need to be closed formally through the close project or phase process