Project Management for Non-Project Managers

You're running a project whether or not anyone called it one. Seven decisions on holding it to its purpose, planning the known without over-planning the unknown, and closing it instead of clinging on.

Long. The person running the project usually wasn't trained to, and it shows in predictable places: scope creeps because every reasonable-sounding extra gets let in, the plan is either winged or over-built, stakeholders get silence or a flood, and the thing never actually closes. None of it needs a certification — it needs a few habits held under pressure.

Seven times the course hands you the choice that decides whether the project holds its shape: let the extra in or keep it out, plan it or wing it, tell the stakeholder or spare them, close it clean or hang on.

You will practice:

• Holding the project to what it's for — keeping out the extras that don't serve it, letting in the change that does
• Planning the known parts tightly and keeping the unknown parts loose, instead of over-planning or winging it
• Giving each stakeholder what they need to act on, when they need it — not silence, not a flood
• Taking the project through its phases and closing it properly, rather than skipping the setup or clinging on at the end