Project Leadership
When a project is cancelled, tell the team which work must still be closed
Cancelling a project does not automatically close its orders, access and obligations. Give the team a short, explicit plan for the remaining work.
LEADERSHIP · TEAMS · CHANGE
Journal
Project Decisions
An Escalation Threshold Should Be Clear Before a Project Turns Red
Define when a project issue needs escalation, who receives it and what information helps them make a decision.
Working Together
Separate a Project Dependency From an Ordinary To-Do
Identify project dependencies by naming the input, owner and acceptance condition, then distinguish them from ordinary tasks that can proceed independently.
Useful Meetings
A Meeting Parking Lot Needs an Owner and a Way Back
Use a meeting parking lot to preserve off-agenda questions with an owner and review route, instead of letting deferred issues disappear after the call.
Team Decisions
A Team Handover Needs an Explicit Cutover Time
Prevent two teams from owning the same live queue by agreeing a cutover time, a shared work list and a route for late updates.
Team Decisions
A Reversible Decision Can Use a Different Review Process
Calling a decision reversible is useful only when the team knows how to reverse it. Define the scope, review point and exit cost before experimenting.
Leadership Practice
Track a Leading Indicator Without Mistaking It for the Final Result
Use leading indicators to examine activities that may influence results, while keeping the actual outcome visible and avoiding easy-to-game targets.
Team Decisions
A Project Premortem Makes Room for Risks Before the Plan Becomes Personal
Use a premortem to surface specific project risks, then turn the useful concerns into owners, early signals and practical responses.
Leadership Practice
A Manager’s Span of Control Needs a Workload Conversation
Span of control counts direct reports, but team complexity and management duties determine what that count demands from a leader.