Project Management

Make your budget process smoother! Use my checklist based on my 15 years of experience. 🔗 Download it here: https://lnkd.in/edvf5exs Here is what is inside: 1️⃣ Preparation & Planning 🔲 Understand management's expectations concerning growth, strategy & profitability 🔲 Set clear financial goals and differentiate between short and long-term objectives 🔲 Establish a structured approach for managing the budget process (deadlines, owners) 🔲 Ensure that budgeting activities align with the organization’s overarching goals and priorities Tip: you can use ChatGPT to draft your budget instructions or budget memo. If you want to learn how to use ChatGPT for Finance, you can learn it here: https://lnkd.in/e8RGdYsK 2️⃣ Sales Planning 🔲 Choose an appropriate method for sales planning 🔲 Detail your budget sufficiently for effective analysis 🔲 Consider external factors like market trends, economic conditions impacting the business 🔲 Ensure accurate phasing of the sales plan 🔲 Conduct 'what-if' analysis to understand impacts on resources and profitability 3️⃣ Operational & Resource Planning 🔲 Plan for production, delivery, and workload 🔲 Account for direct headcounts & determine capacity 🔲 Determine material needs and plan for necessary investments 🔲 Collaborate with cross-functional teams to develop a comprehensive operational plan 4️⃣ Costing & Overhead Planning 🔲 Compute standard costs: direct labor, material costs, and manufacturing overhead allocation 🔲 Budget for individual departments and allocate overhead costs accordingly 5️⃣ Financial Statements & Reporting 🔲 Translate the budget into key financial statements: Income Statement, Balance Sheet, & Cash Flow 🔲 Establish a structured reporting process to communicate budget-related information to stakeholders 🔲 Create a visual budget performance dashboard to quickly assess the financial performance 6️⃣ Monitoring & Analysis 🔲 Regularly monitor and analyze budget variances to identify deviations 🔲 Perform sensitivity analysis to understand potential impacts on the budget 🔲 Leverage financial data analysis tools to identify trends, patterns, and opportunities for improvement 7️⃣ Communication & Collaboration 🔲 Foster open communication and shared financial goals in relationships, both internally and externally 🔲 Engage with stakeholders from different departments to gather valuable insights 🔲 Develop and communicate clear budgeting policies and procedures 8️⃣ Final Review & Implementation 🔲 Review the budget for any inconsistencies or errors 🔲 Communicate the finalized budget to all relevant departments and ensure its implementation 👉 Did I miss anything? Get this checklist to organize your budget process. Link below in comments.

Avoiding tough talks is a direct path to losing team trust. Here's how top leaders handle conflict: 1/ The Real Problem → Leaders stall, hoping conflict resolves itself → Feedback gets softened until it’s meaningless → The issue festers, and performance suffers 2/ Why It Matters → Projects halt because no one says what needs to be said → The wrong people stay in the room, the right ones leave → Culture declines and misalignment becomes the norm 3/ The CLEAR Framework → Cut the Fluff: Skip the warm-up and get to the point → Label the Behavior: Focus on actions, not identity → Explain the Impact: Make it real, why does it matter? → Ask for Alignment: Invite a response, not a lecture → Recommit or Redirect: Don’t end vague, end with clarity 4/ What Happens Next → Tension goes down, not up → People feel respected, not ambushed → Projects move forward, with trust, not silence 5/ Why You Need This → Leading isn’t about avoiding discomfort → It’s about creating clarity when others won’t → This framework gives you the words to do it right What's your biggest takeaway?

I’ve noticed that many GenAI application projects put in automated evaluations (evals) of the system’s output probably later — and rely on humans to manually examine and judge outputs longer — than they should. This is because building evals is viewed as a massive investment (say, creating 100 or 1,000 examples, and designing and validating metrics) and there’s never a convenient moment to put in that up-front cost. Instead, I encourage teams to think of building evals as an iterative process. It’s okay to start with a quick-and-dirty implementation (say, 5 examples with unoptimized metrics) and then iterate and improve over time. This allows you to gradually shift the burden of evaluations away from humans and toward automated evals. I wrote previously in The Batch about the importance and difficulty of creating evals. Say you’re building a customer-service chatbot that responds to users in free text. There’s no single right answer, so many teams end up having humans pore over dozens of example outputs with every update to judge if it improved the system. While techniques like LLM-as-judge are helpful, the details of getting this to work well (such as what prompt to use, what context to give the judge, and so on) are finicky to get right. All this contributes to the impression that building evals requires a large up-front investment, and thus on any given day, a team can make more progress by relying on human judges than figuring out how to build automated evals. I encourage you to approach building evals differently. It’s okay to build quick evals that are only partial, incomplete, and noisy measures of the system’s performance, and to iteratively improve them. They can be a complement to, rather than replacement for, manual evaluations. Over time, you can gradually tune the evaluation methodology to close the gap between the evals’ output and human judgments. For example: - It’s okay to start with very few examples in the eval set, say 5, and gradually add to them over time — or subtract them if you find that some examples are too easy or too hard, and not useful for distinguishing between the performance of different versions of your system. - It’s okay to start with evals that measure only a subset of the dimensions of performance you care about, or measure narrow cues that you believe are correlated with, but don’t fully capture, system performance. For example if, at a certain moment in the conversation, your customer-support agent is supposed to (i) call an API to issue a refund and (ii) generate an appropriate message to the user, you might start off measuring only whether or not it calls the API correctly and not worry about the message. Or if, at a certain moment, your chatbot should recommend a specific product, a basic eval could measure whether or not the chatbot mentions that product without worrying about what it says about it. [Truncated due to length limit. Full text: https://lnkd.in/gygj3y7w ]

What if you stopped working 48 hours before your project deadline?   This project management chart perfectly captures what happens to most teams. We laugh because it's painfully true.   But what if there was a way to avoid that chaotic "Project Reality" scenario altogether?   When I was a child, we would all be cramming the day before our school tests. During lunch breaks on test days, the school playground transformed into a sea of anxious children muttering facts while neglecting their parathas.   Then I witnessed something that would change my approach to deadlines.   The day before a major exam, I visited my neighbour to borrow her notes. I found her calmly playing carrom. "I never open my books 48 hours before an exam," she said with serene confidence.   I was shocked. Her grades? Consistently stellar.   This simple philosophy transformed my approach to project management:   Always allocate a 20% time buffer at the end of every project, during which no work is scheduled.   This buffer isn't for work. It's for reflection, quality improvements, and the strategic thinking that transforms good deliverables into exceptional ones.   Here are some benefits I have observed using this approach:   ▪️That last tweak in the colour or button dramatically improves UI ▪️Rework requests sharply decline ▪️Sales pitches achieve better outcomes ▪️The final touches which introduce the personalised elements help build strong customer relationships ▪️Board is much more engaged in the conversation and approvals go through smoothly ▪️Output is significantly streamlined and simplified multiplying impact ▪️Less stress all around   Do teams initially resist this approach? Absolutely.   "We're wasting productive time," or "the client/board doesn't need the material so much in advance of the meeting" are the common complaints.   But as teams experience the dramatic quality improvements and the elimination of those dreaded last-minute fire drills, attitudes change.   The next time you're planning a project, fight the urge to schedule work until the very last minute. Those final breathing spaces are where excellence happens.   Have you tried an unconventional deadline management strategy - do share!   #projectmanagement #leadership #execution #productivityhacks

If You Can’t Explain Budgeting Like This, You’re Not Ready for FP&A Interviews. Let’s assume I ask you the budget for fuel (petrol/diesel) expenses that you are going to incur next year in 2026. How would you budget using the below techniques: 1. Incremental / Traditional Budgeting You take into account the expenses on fuel you made this year. Assuming that amount is INR 50,000. Considering inflation, fuel price changes, and usage patterns, you estimate a 20% increase. Accordingly, your fuel budget for next year will be INR 60,000 (50,000 + 20%) 2. Zero-Based Budgeting Instead of taking current year’s expenses, you start from scratch. You estimate how much your car will travel next year. Then factor in expected fuel price and mileage of your vehicle. Based on this, you calculate a reasonable estimate of fuel expenses for next year 3. Activity-Based Budgeting Let’s say you use the car only to commute to and from office. For each round trip, your car consumes fuel worth INR 500. Your budgeting would be based on this activity (number of trips taken in a year). If you go to office twice a week, total trips = 52 × 2 = 104. Hence, your fuel budget = 500 × 104 = INR 52,000. 4. Flexible Budgeting Your fuel cost depends on how frequently you travel. Instead of one fixed budget, you prepare multiple scenarios. Example: 2 days/week → INR 52,000 4 days/week → INR 104,000 Your actual budget will depend on actual usage during the year. 5. Rolling (Continuous) Budgeting You don’t fix the budget once for the entire year. You keep revising it periodically (monthly/quarterly). Example: if fuel prices increase mid-year or your travel increases, you update the remaining budget accordingly. 6. Top-Down vs Bottom-Up Budgeting Top-Down: You decide a cap (say INR 55,000) and adjust your usage to stay within it Bottom-Up: You calculate expected usage (like ABB/ZBB) and arrive at the number logically 7. Value Proposition Budgeting (using the same example) Instead of focusing only on cost, you evaluate whether the expense creates value. You analyse each type of travel: Office commute - necessary Leisure / unnecessary trips - optional You may reduce or eliminate low-value trips, carpool, or use alternative transport. Hence, your budget is driven by value derived rather than just estimated usage. This way, the same fuel expense can give you very different budgets depending on the approach you use.

Stuck in an endless loop of client changes? Lost track of what revision this constitutes? Yeah. Been there. Done that. The secret? It's not about saying no. It's about saying yes to the right things upfront. Every project that goes sideways starts the same way: Vague agreements. Fuzzy boundaries. Good intentions. Six weeks later you're bleeding money and everyone's frustrated. Here's my framework after 30 years of running two 8-figure businesses: The SOW is your salvation. Not some boilerplate template. A real document that covers: • Exact deliverables (not "design work" but "3 homepage concepts, 2 rounds of revisions") • Hours of operation ("We respond M-F, 9-5 PST. Weekend requests get Monday responses") • Revision rounds spelled out ("Round 1 includes up to 5 changes. Round 2 includes 3.") • Feedback cycles defined ("48-hour turnaround for client feedback or the project may be delayed or additional fees may be incurred") But here's what most people miss— Don't work on client notes immediately. Client sends 37 pieces of feedback at 11pm Friday? Producer sends conflicting notes from the CEO? Marketing wants one thing, sales wants another? Stop. Collect everything first. Resolve the conflicts. Get on the phone and discuss it with your client to get alignment. Separate the "have to haves" from the "nice to haves". Then present unified changes. "Based on all feedback received, here are the 8 changes we'll implement. This constitutes revision round 2 of 3." Watch how fast the random requests stop. No extra work that goes unappreciated. No more feelings of being taken advantage of. Communicate before the crisis, prevents the crisis from happening. "Just so you know, we're entering round 2. You have one more included. After that, it's $X per additional round." No surprises. No awkward money conversations. No resentment. Scope creep isn't a them problem. It's a you problem. And that's good news, because that means you are in control. They're not trying to take advantage. They just don't know where the boundaries are because you never drew them. Draw the lines early. Communicate them clearly. Everyone wins. What's your most painful scope creep story? What boundary would've prevented it? Small Business Builders #projectmanagement #clientmanagement #businessgrowth

Reflecting on Agile Development with DevOps 2.0: A Flexible CI/CD Flow Last year, I shared a CI/CD process flow for Agile Development with DevOps 2.0, and it’s been amazing to see how much it resonated with the community! This framework isn’t about specific tools—it’s about creating a seamless, collaborative process that supports quality and agility at every step. ✅ 𝗣𝗹𝗮𝗻: Building a Strong Foundation with Clear Alignment The journey begins with planning—whether it's user stories, tasks, or broader product goals. Tools like JIRA or Asana (or any project management platform) help capture requirements and align the team with the Product Owner’s vision. This early alignment is essential to avoid misunderstandings and establish a shared understanding of success. Key Insight: Planning thoroughly and involving stakeholders from the start leads to a smoother process. When everyone’s on the same page, the entire pipeline benefits. ✅ 𝗖𝗼𝗱𝗲: Collaborative Development and Real-Time Feedback In the coding phase, developers work together, often pushing code to a version control platform like GitHub or Bitbucket and communicating via real-time collaboration tools like Slack or Teams. Open communication and continuous feedback help catch issues early and keep the team in sync. Key Insight: Real-time feedback is crucial for speed and quality. Regardless of the tools, creating a culture of continuous collaboration makes all the difference. ✅ 𝗕𝘂𝗶𝗹𝗱: Automating Quality and Security Checks As code is committed, it’s essential to automate quality and security checks. Tools like Jenkins, CircleCI, or any CI/CD platform can trigger builds and run automated tests, ensuring that quality checks are consistent and fast. This step helps prevent issues from creeping into production. Key Insight: Automated checks for quality and security are invaluable. Integrating these checks into the build process improves confidence in every deployment. ✅ 𝗧𝗲𝘀𝘁: Structured, Multi-Environment Testing Testing is layered across environments—whether it’s regression, unit, or user acceptance testing (UAT). Using frameworks like Selenium for automated testing or dedicated QA/UAT environments enables rigorous validation before production. Key Insight: Testing across environments is a safeguard for quality. Structured testing helps ensure that code is reliable and ready for release. ✅ 𝗥𝗲𝗹𝗲𝗮𝘀𝗲: Scalable, Reliable Deployments with Infrastructure as Code (IAC) Finally, using Infrastructure as Code (IAC) principles with tools like Terraform, Ansible, or other IAC solutions, deployments are made repeatable and scalable. IAC empowers teams to manage infrastructure more efficiently, ensuring consistent and controlled releases. Thank you to everyone who has engaged with this diagram and shared your insights! I’d love to hear how others approach CI/CD. Are there any tools or strategies that have worked well for you?

In the last 2 decades of my career, while working at EMC, Adobe, and Meta, I’ve attended enough retros and SEV-1s to know the importance of blameless postmortems. I’ve made my fair share of mistakes in my career, and each of them has made me better, but if I were persecuted for making mistakes and had no safety to make them in the first place, I do not think I’d have been able to grow as I did. That is why, as a technical leader, I bring the same behavior into the room whenever things fall apart. Because when a system breaks, the easiest thing in the world is to find a person and make them the story. But that’s lazy leadership. A production incident is rarely just one person’s mistake. It is usually a chain: a risky assumption that was never challenged. a review that missed context. a missing guardrail in deployment. a noisy signal that buried the real one. a system that made the wrong action too easy. That is why I care so much about how retros and postmortems are written. When emotions are high, people naturally write like this: I did this. I missed that. I broke this. I prefer reports written in the third person and, when needed, with as much anonymity as possible. The moment you take the person out of the first line, the room starts focusing on the mechanism instead of the blame. People speak more honestly. Junior engineers stop defending themselves and start explaining what really happened. A good postmortem should do three things: - Tell the truth clearly. - Make psychological safety. - Make the system safer than it was yesterday. If it only does the first one, the culture gets worse. If it only does the second one, nothing improves. If it does all three, people grow, and the system gets stronger. Some of the best engineering cultures I have seen are not the ones where mistakes never happen. They are the ones where mistakes are examined without humiliation, lessons are extracted without politics, and guardrails are added without turning fear into policy. In the long run, fear does not create reliability. Honesty and trust do.

"Why does our top performer get the worst reviews?" the VP asked me. I was reviewing their annual performance data. "Show me," I said. She pulled up the ratings. Diana: 2.8 out of 5. Below average on "collaboration." Low marks for "team player." "What's her actual performance?" I asked. "Exceeded every target. Landed our biggest client. Trained three new hires." "So why the low scores?" "Her peer reviews are dragging her down." I scanned the comments. "Too direct." "Challenges ideas too much." "Not supportive enough." "Let me talk to Diana," I said. "I used to give honest feedback," Diana told me. "Said our pricing model was broken. Got dinged for 'negativity.'" "What happened with the pricing?" "They finally fixed it six months later. After we lost two major accounts." "What else?" "I questioned why we needed  eleven approvals for a simple contract change. Manager said I wasn't being collaborative." "Are you still giving feedback?" "No. I learned my lesson. Now I smile. Nod. Say everything's great. My reviews are improving." "But nothing's actually improving?" "We're making the same mistakes. Just with better vibes." She chuckled. I went back to the VP. "Your review system doesn't measure performance," I said. "It measures compliance." "That's not true." "When was the last time someone got promoted for challenging bad ideas?" Silence. "When did someone get rewarded for preventing a mistake?" More silence. "You've trained your best people to stay quiet. And your mediocre people to stay nice." A few months later, they redesigned the system. Added a category: "Constructive Challenge." Points for identifying problems early. Rewards for preventing costly mistakes. Diana got promoted. "What changed?" I asked the VP. "We stopped confusing agreement with alignment. Stopped mistaking silence for harmony." "And?" "Turns out our 'difficult' people were our most valuable. They actually cared enough to speak up." Here's the truth about performance reviews: Most companies don't reward performance. They reward performance theater. The person who says the meeting was great beats the person who says it wasted an hour. The person who agrees with bad ideas beats the person who prevents disasters. You think you're measuring contribution. You're measuring conformity. And your best people? They've already figured out the game. They're just deciding whether to play it or find somewhere that values truth over comfort. _____ Like my content? Give me a follow. Want to see more of it? Click the 🔔 on my profile.

The Risk Register: Your Early Warning System in Construction Projects In construction, surprises are rarely good news. That's why PMI's Risk Register has become my go-to tool for turning uncertainty into manageable action plans. What is a Risk Register? It's a living document that captures identified risks, analyzes their potential impact, and tracks response strategies throughout your project lifecycle. Think of it as your project's immune system—constantly scanning for threats and opportunities. Real Construction Scenario: During a recent construction project, our Risk Register saved us from what could have been a major setback. Here's how we used it: Identified Risk: Concrete supplier capacity constraints during peak construction season Analysis: Probability: High (70%) Impact: Critical (could delay structural work by 3-4 weeks) Risk Score: High Priority Trigger: Supplier's schedule booking rate approaching 85% Response Strategy: Primary: Secured contracts with two backup suppliers at locked-in rates Secondary: Adjusted pour schedule to off-peak periods where possible Contingency: Identified alternative concrete mix designs pre-approved by engineers What Actually Happened: Six weeks into structural work, our primary supplier had equipment failures. Because we had our Risk Register actively monitored with clear triggers, we activated our backup supplier within 48 hours. Zero delay to the critical path. Other Construction Risks We Routinely Track: 🔹 Weather-related delays (especially for exterior work) 🔹 Underground utility conflicts 🔹 Material price escalations 🔹 Labor shortages in specialized trades 🔹 Permit approval delays 🔹 Soil conditions differing from geotechnical reports 🔹 Adjacent property owner complaints Key Success Factors: ✅ Weekly Reviews – Risks evolve; your register should too ✅ Assign Owners – Every risk needs someone monitoring triggers ✅ Quantify Impact – Use time and cost impacts, not just "high/medium/low" ✅ Track Opportunities – Not all risks are threats; some are positive (early material deliveries, favorable weather) Bottom Line: Reactive project management is expensive. Proactive risk management through a well-maintained Risk Register transforms how you handle uncertainty. You're not eliminating risks—you're preparing for them. The best project managers I know don't have fewer problems; they just see them coming from further away. How do you approach risk management in your projects? What's the most valuable risk you've identified early? #ConstructionManagement #RiskManagement #ProjectManagement #PMI #Construction #ProjectRisk #Leadership #PMP