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PART ONE Hello, Project Management
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When do we need to consider changes to a plan that is already approved, and which we are putting into action Here are some guidelines:    We should listen to every question and request, even if we think we are explaining things for the tenth time. Explaining things more than ten times is part of our job. We should see if there is any misunderstanding about the plan, or lack of clarity in the plan. If so, we should clarify it. Once the issue is clear, we need to decide what to do. There are very clear guidelines for adopting changes to project plans in 11.
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Tell Your Customers About the 1:10:100 Rule
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One of the nicest things about the 1:10:100 rule is its simplicity. Even busy executives can understand it. Explain it to them at the beginning of a project, and you will motivate them to give you information early. Remind them later, and they will understand why project change is costly and risky. Explain that it costs less to do a minor modi cation after the project is over than it costs to change the project plan midstream.
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Getting Work Done
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There are two basic tips for getting work done that the thousands of project managers I have worked with have found very helpful. They are actually two di erent versions of the same idea, a short one and a long one. It is valuable to do planning before even small tasks, and valuable to follow through to make sure you have the results you want.
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PREPARE, DO, FOLLOW THROUGH
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Even on the smallest jobs, work in three stages: Prepare, do, and follow through.
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Prepare
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When I teach project management, we do an exercise in class on planning work. During the exercise, people often say that the rst step is to have a
CHAPTER 2 Tools to Use Over and Over
meeting. Every time we look at this more closely, it turns out not to be true. A meeting is never the rst step. Before we can have a meeting, we need to plan the meeting. It helps to write down answers to these questions:     Who should What do we What do we What do we be at the meeting What will each person contribute want to ask need to explain to the other person hope to have when we leave the meeting
If we write down answers to these questions, we have an agenda, and our meeting is much more likely to get us what we want. The same rule about preparation applies to small work tasks. When amateurs do minor home repair, they almost always have to leave the job site to go get some tool they did not know they would need. Professionals save a lot of time by knowing what they need, planning the job, and bringing everything they need for the job with them the rst time. That can make the di erence between a money-making business that satis es customers and a money-losing one that leaves customers disappointed with delays. So, for every meeting and every small task, prepare before you do. And prepare with a written plan, even if it is just a short to-do list or a half-page agenda.
If you have prepared well, then doing will come easily. We follow the agenda, work plan, or checklist. We have everything we need with us. We check o items as we go. We can focus on enjoying the work and doing it well.
Follow through
When we are nishing up, we check what we did against the agenda or todo list. I always take a minute at the end of a meeting to make sure I have covered everything. At the same time, I ask myself if I can remember and use the answers I have obtained. I take any notes I need to be able to follow through. Meeting notes contain two types of information: Decisions and action items:  Decisions. Anything that people at the meeting agreed on is written down in plain, simple language. For example, if a delivery date is
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