• Sell the specific importance of the project to the objectives of the total organization.
• Stress the competitive aspect, if relevant.
1 Ivars Avots, "Why Does Project Management Fail?" California Management Review, Vol. 12, 1969, pp. 7782.
2 This section and Section 9.3 are adapted from Seminar in project Management Workbook, copyright 1977 by Hans J. Thamhain. Reproduced by permission of Dr. Hans J. Thamhain.
• Stress changes for success.
• Secure testimonial support from others—functional departments, other managers, customers, independent sources.
• Emphasize "spin-offs" that may result from projects.
• Anticipate "priority problems."
• Sell priority on a one-to-one basis.
• Accessibility involves the ability to communicate directly with top management.
• Show that your proposals are good for the total organization, not just the
• Weigh the facts carefully; explain the pros and cons.
• Be logical and polished in your presentations.
• Become personally known by members of top management.
• Create a desire in the "customer" for your abilities and your project.
• Make curiosity work for you.
• Be aware of the amount of visibility you really need.
• Make a good impact when presenting the project to top management.
• Adopt a contrasting style of management when feasible and possible.
• Use team members to help regulate the visibility you need.
• Conduct timely "informational" meetings with those who count.
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.