Vasque Sundowner Were Italian Made By

The project manager must sometimes say "no"

I was recently asked how to learn, "no" promise. In fairness, I had no answer to this question. Perhaps this is in the Natural person that even knows when enough is and when to "stop," says. However, I can give to a few simple tips that the "No" to facilitate the project from view if necessary.

first Knowledge
Before one can even say "No", the project manager must recognize that for an additional job, task or meeting really no time (or no budget) is left. Lack this knowledge, the project manager is not able to reject something. To receive this recognition, must project the project scope, progress, arrangements etc. know very well. A clear documentation of decisions, etc. of the Scope for this is mandatory.

second Technical justification
The project is almost always in the "confortable" situation that almost anything can be objectively discussed fully (the magic triangle ), justified in the dimensions of cost, schedule and performance can. If the project owner with an additional order or a request zusätzlcihen, the project manager must make immediately following thought:

• What impact will this have on my deadline?
• What impact will this have on the budget?
• What impact will this have on the rest of the project scope? (Birgen in it affect any risks that other benefits / features solid?)

third The decision to "no" shift
above-mentioned reasons the client can be illustrated as the project reached a shift of the decision. The decision whether or not, at most, the event can be held, or the budget must be increased or whether it poses some risk lies with the client and not the project manager. Nevertheless, it is helpful if the project leader can make a recommendation. Are in fact the resources needed are present, it all if no rejection.

4th It can not continue endlessly
Nevertheless, it takes some time on (project) end. For the project, it is not always an advantage if something ever comes to it even if the necessary time and cost budget will be made available. The project manager is to ensure that the project does not "continuous project" and is controlled to reflect it. He can also ensure a line of argument about the risks.

5th A "no" to the supervisor or project team
"Can you do not fast the task and write the documentation ready? "" You Can not fast in one hour, the project to present before the Executive Board? " on the project meet daily unforeseen tasks. Klare work prioritization is essential that all tasks can be serious. As with the client before , the project also argue against the team and the manager why a job can not be done at the right time, or when another more important task suffers from the immediately requested task. Transparent display of his tasks and corresponding arguments help.