240 Project Management
He’s found out that risk and uncertainty aren’t quite so
intimidating, as long as you have a process for dealing with
them. In fact, he’s learned that nearly everything he did related
to project management was supported by a sound process—
including communication and documentation!
He has learned that life as a project manager is all about
getting things done through others—a radical departure from his
previous job duties. Brad has learned that being a project man-
ager is a surprisingly demanding job, but a job that has been
extremely rewarding for him, nonetheless.
“I’d really like to try doing this again,” Brad says to himself,
just as his phone starts ringing. He picks it up before the second
ring. It’s his boss, Susan.
“Brad, I’d like you to stop by my office right after lunch
today” says the voice on the other end of the line.
Brad smiles as he unwraps his turkey sandwich. This time
he knows what to expect.
Project Manager’s Checklist for Chapter 12
❏ Early termination of a project—as long as it’s done for the
right business reasons—should be viewed as a success,
not a failure.❏ Several unique issues and challenges are likely to surface
at the end of projects. Some you can anticipate and plan
for—many you cannot.❏ Treat the last few activities that have to get done as a sep-
arate, small project. Plan and schedule them, then aggres-
sively drive them to completion. Failure to complete the
project in a timely fashion can significantly impact the cus-
tomer’s perception of satisfaction and success.❏ Transfer everything you’ve learned to others within your
organization who may benefit from your experiences—
good or bad.