You’re setting deadlines for a new project. How can you avoid overpromising and underdelivering?

Clearly define the project scope and what's included in the final deliverable. Use clear and concise language in the communication to avoid misunderstanding Regularly update stakeholders on the project's progress and any potential changes.

Break down the project into smaller tasks and estimate time requirements realistically. Build in buffers for unexpected delays and account for potential challenges. Communicate transparently with stakeholders about the timeline and potential constraints. Regularly assess progress and adjust deadlines as needed to ensure realistic expectations are set and met.

I'll start by saying that I have very little traditional training in marketing, or project management. But I believe that this will resonate somewhere in those folds: promise what you're capable of. This might seem intuitive, but I've seen it over and over again, people writing checks that they can't cash based on an assumption that they'll be able to acquire the skills or items needed for an overzealous project. Over the years in running a clinical education program, I've only ever promised what I'm immediately capable of, or what might require little to no overhead to acquire. From there, once you have an idea of just what you can do, organize that based on your specialties, and assign tasks.

Whenever senior stakeholder analysis is done effectively, scope creep typically eliminated. A project's entire scope must be split into manageable, standalone components that can be monitored and discussed with all parties involved in its success. It goes without saying that you must take into account a number of factors, including the precise nature of each activity, the amount of time required to do it, and the steps involved in testing to ensure proper completion. The most significant party that must approve the amount of time required to implement a clearly defined scope is a senior stakeholder.

Use KANBAN as part of AGILE methodology to understand what needs to be done, what needs to be stopped and what needs to continue. The visual representation is easy to decipher the progress levels and avoid delay or creep.

La estrategia Eisenhower, que consiste en clasificar las tareas según su importancia y su urgencia en 4 cuadrantes, Cuadrante 1: Importante y urgente. Son las tareas que requieren atención inmediata, por su impacto significativo, Cuadrante 2, Importante y no urgente, tareas que contribuyen a tus objetivos a largo plazo, y que te permiten mejorar la calidad y la eficiencia. Cuadrante 3, No importante y urgente. Tareas que demandan atención, pero que no aportan valor. Cuadrante 4, No importante y no urgente. Tareas que no tienen ninguna relevancia, solo distraen. Para aplicarla, se requiere una lista de todas las tareas y asignarlas a cada cuadrante y establecer un plan de acción para cada uno,

To efficiently achieve your objectives, it is recommended to divide them into small, time-bound and manageable tasks. These tasks can be further broken down into even smaller ones, making them easier to delegate to team members. This approach not only facilitates effective delegation but also enables you to track progress efficiently.

Old-school startup life often looked like midnight deadlines and overpromising from the sales team to grab a new client with little company infrastructure to make it happen. But not all salary life can be 17 hour work days with little reward beyond a sushi dinner. Which is why it's important to advocate for the time needed, ensure that the right resources are in place in regards to people/skills/time allowed. Always add buffer. This covers if someone is out sick, technical issues, and more. Push back against wild deadlines. There are ways to hold your ground politely. If unreasonable timelines are being pushed from an executive level, be certain that the right amount of support and team members are being leveraged to meet the deadline.

As with life, it is important to be honest with yourself. Admitting the truth is the first step to becoming a great leader. From the initial planning stages to execution and monitoring, it's essential to be realistic. This includes thorough research before starting a project and ensuring that your plans are achievable. This approach will help you achieve your goals and pave a clear path to success.

Comunícate claramente 1. Contigo mismo, teniendo claros tus objetivos, tus recursos y tus capacidades. No te autoenga?es ni te dejes llevar por la ilusión o la ambición. Sé realista y honesto sobre lo que puedes ofrecer y en qué tiempo. 2.Con tu equipo, contando los objetivos, las expectativas y los plazos. Lidera, delega, acompa?a, guía y ajusta según sea necesario. Escucha sus opiniones, sugerencias y dudas. Reconoce sus logros, agradece su esfuerzo y corrige sus errores. 3.Con el cliente, entendiendo sus necesidades, sus prioridades y sus deseos. No le prometas lo que no puedes cumplir, ni le ocultes los problemas o los retrasos. Sé transparente y honesto sobre el estado del proyecto, y manténlo informado de los avances y los obstáculos.

Effective communication is a crucial aspect of achieving success in any team or project. It can be compared to oil to bearings, as without it, even the best team members can underperform and fail to achieve the desired results. To ensure effective communication, it is important to consider the channels of communication, the frequency of communication, the clarity of the message, and if it's two-way communication. It's essential that information is communicated clearly to team members and that feedback is received as well. Sharing ideas is also important as it helps in managing the project effectively.

In today's rapidly changing environment, it's essential for leaders to be flexible and adapt to the changes. It's important to have an open-minded approach and be willing to accept ideas from team members and stakeholders. Nobody knows everything, and it's always beneficial to ask the right questions and accept constructive feedback to improve your project. As a leader, it's crucial to be on the lookout for change and avoid being resistant to it. Be prepared to alter your project plan as necessary while still achieving the same results. It's important to have contingencies in place when managing a project to minimize losses.

Ser flexible no significa ser irresponsable o indiferente. Significa saber adaptarte a las circunstancias cambiantes, las demandas del cliente y las dificultades que puedan surgir. Ser flexible implica tener un plan B, C si el plan A falla, y estar dispuesto a modificar el alcance, el presupuesto o el cronograma si es necesario, siempre buscando la mejor solución posible para todas las partes. desde el nivel de urgencia, la complejidad, el riesgo, la calidad y la satisfacción del cliente. Debes evaluar cada situación y decidir los ajustes, sin comprometer de fondo el resultado final del proyecto. Siempre una comunicación abierta y honesta. La flexibilidad es una habilidad que se basa en la confianza, el respeto y la comprensión mutua.