🔥 There’s one skill that separates great IT Project Managers from everyone else-project tailoring. Most project managers get stuck trying to learn every new tool and process out there. They dive deep into theories but still struggle to deliver projects on time and within budget. It’s frustrating. The truth is, great project managers don’t try to do it all-they focus on tailoring simple processes and tools that work best for their team and projects. That’s what creates transparency, predictability, and results. But here’s the thing-tailoring isn’t just guessing what might work. It’s about knowing three critical components: 1) Understanding project management on a deeper level. 2) Knowing exactly what to tailor. 3) Applying it effectively in real companies with real people. That’s why I created the Professional Development Plan for IT Project Managers-to help you master project tailoring and finally become the project manager who delivers every time, no matter the challenge. ✅ Click the link below to get your development plan now and take the next step toward mastering project management. itpmschool.com/get-plan?
I knew nothing about managing any project, but after watching your video, it feels I've learnt a lot. Thank you very much for your humble way of teaching.
Dmytro, I am a relatively new PM (< 2 years experience). Your video are so informative. The organization I work for seems so dysfunctional. Sales team over promises, development team is horribly understaffed, core product QA team is almost non-existent. When challenged with systemic issues such as these, as a project manager, where do you focus your attention to make the largest impact possible to benefit your team?
Thanks for your feedback! That's a great question. I would start with changes that I can make without any approvals from leadership or other stakeholders. But to be more specific, I would follow these considerations: 1. Do I want to stay in this company? If things are taking a toll on me, is it worth it? 2. Is this a business as usual. Maybe overpromising and dragging clients into a project is the model. Do you often have clients' escalations or do they continue working with your company no matter delays (defects, etc.)? 3. Then, I would start collecting data to prove that we are understaffed. Hard data that you can show to sales team and your boss, so they make corrections. 4. The same for the QA team. You need hard evidence to show the impact of the lacking resources. 5. Start conversations with your boss and stakeholder. As for project management side, it depends on first few points above. But mostly it's not really a PM problem. It's a business (organizational) problem. If you want to solve it, you must focus on Stakeholder Management A to Z. I hope it makes sense.
Mario might get upset being called "quite low" 😂 So the assumption here is that the stakeholders never see the register? Now that I watched the whole video what is meant by keep it separate? Just yourself or a select few can see like your sponsor?
A project manager should not share stakeholder register with anyone. That's because it's your engagement plans with people based on your way of dealing with them. Sometime, other stakeholders will want to have a list of people on the project and their contact information. That's totally fine. Make a copy of that section of the register. But do not share your analysis of power, influence, etc, and engagement plans.
🔥 There’s one skill that separates great IT Project Managers from everyone else-project tailoring.
Most project managers get stuck trying to learn every new tool and process out there. They dive deep into theories but still struggle to deliver projects on time and within budget. It’s frustrating.
The truth is, great project managers don’t try to do it all-they focus on tailoring simple processes and tools that work best for their team and projects. That’s what creates transparency, predictability, and results.
But here’s the thing-tailoring isn’t just guessing what might work. It’s about knowing three critical components:
1) Understanding project management on a deeper level.
2) Knowing exactly what to tailor.
3) Applying it effectively in real companies with real people.
That’s why I created the Professional Development Plan for IT Project Managers-to help you master project tailoring and finally become the project manager who delivers every time, no matter the challenge.
✅ Click the link below to get your development plan now and take the next step toward mastering project management.
itpmschool.com/get-plan?
I knew nothing about managing any project, but after watching your video, it feels I've learnt a lot. Thank you very much for your humble way of teaching.
You are most welcome!
Dmytro, I am a relatively new PM (< 2 years experience). Your video are so informative. The organization I work for seems so dysfunctional. Sales team over promises, development team is horribly understaffed, core product QA team is almost non-existent. When challenged with systemic issues such as these, as a project manager, where do you focus your attention to make the largest impact possible to benefit your team?
Thanks for your feedback!
That's a great question.
I would start with changes that I can make without any approvals from leadership or other stakeholders.
But to be more specific, I would follow these considerations:
1. Do I want to stay in this company? If things are taking a toll on me, is it worth it?
2. Is this a business as usual. Maybe overpromising and dragging clients into a project is the model. Do you often have clients' escalations or do they continue working with your company no matter delays (defects, etc.)?
3. Then, I would start collecting data to prove that we are understaffed. Hard data that you can show to sales team and your boss, so they make corrections.
4. The same for the QA team. You need hard evidence to show the impact of the lacking resources.
5. Start conversations with your boss and stakeholder.
As for project management side, it depends on first few points above. But mostly it's not really a PM problem. It's a business (organizational) problem. If you want to solve it, you must focus on Stakeholder Management A to Z.
I hope it makes sense.
@@ITProjectManagers Thank you for making the time to respond. I will reflect on your answer. Lots of great information in here to chew on.
Was looking for your video and your new video notification pops up😅
Good timing:)
Mario might get upset being called "quite low" 😂 So the assumption here is that the stakeholders never see the register?
Now that I watched the whole video what is meant by keep it separate? Just yourself or a select few can see like your sponsor?
A project manager should not share stakeholder register with anyone. That's because it's your engagement plans with people based on your way of dealing with them.
Sometime, other stakeholders will want to have a list of people on the project and their contact information. That's totally fine. Make a copy of that section of the register. But do not share your analysis of power, influence, etc, and engagement plans.