Top tips for managing a project at work
Top Tips for Managing a Work Project
In most organisations today, projects are no longer the sole domain of dedicated project managers. Instead, managers are increasingly expected to lead projects as part of their “day job”. This can be hiring a new employee, implementing a new system, improving a customer process, launching a product or delivering a change initiative.
Many projects fail not because managers lack commitment or intelligence, but because they over-complicate the process, underestimate the human side of delivery, or don’t apply a few simple disciplines consistently.
This blog article provides practical, experience-based tips to help you manage your work projects effectively without drowning in unnecessary forms, jargon or bureaucracy.
1. Be crystal clear on why the project exists
Before you worry about plans, milestones or meetings, start with one fundamental question:
“What problem are we trying to solve, and for whom?”
Many projects drift or stall because the purpose is vague or assumed rather than explicit. As a manager, your first responsibility is to create shared clarity.
Practical actions to avoid misunderstanding and project drift:
- Write a one-sentence purpose statement for the project
- Define what success looks like in practical terms
- Be explicit about what is not included
Helpful documentation to use (and it is recommended to keep it light)
Create a Project Purpose Statement (1 page maximum) to begin to provide governance for your project.
Include:
- Problem or opportunity
- Desired outcome
- Who benefits
- How you’ll know it’s been successful
If you can’t explain the project clearly in under two minutes, neither can your team.
2. Spend time upfront aligning your stakeholders
One of the biggest mistakes managers make is assuming agreement where none exists.
Projects don’t fail because of spreadsheets; they fail because of misaligned expectations.
Practical actions
Identify who has:
- Decision-making authority
- Influence but no formal authority
- Day-to-day involvement
Ask stakeholders early:
- What does success mean to you?
- What worries you about this project?
- What does “good enough” look like?
Helpful documentation
Develop a simple Stakeholder Map (single page)
A basic table or mind map showing:
- Stakeholder
- Level of influence
- Key interest or concern
- How you’ll engage and influence them
This does not need to be complex as the value comes from thinking it through, not the format.
3. Define clear roles (including your own)
Many projects stall because responsibilities are blurred. Managers often assume they must do everything themselves, while team members are unsure where they truly own delivery.
Practical actions
- Be explicit about:
- Who owns decisions
- Who delivers tasks
- Who provides input
- Avoid vague phrases like “we’ll all chip in”
- Be clear about your role as project lead, not just line manager
Helpful documentation
Create a Roles & Responsibilities Summary to include:
- Project lead
- Key contributors
- Decision owner
- Sponsor
A short bullet list is usually sufficient.
4. Plan in a way that matches reality
Managers often feel pressured to produce detailed plans that look impressive but are never used. Instead, aim for a living plan that reflects how work actually happens. Developing a simple Gantt chart is highly recommended. This will help you plan, monitor and communicate your project to your project sponsor, project team members and stakeholders.
Practical actions
Break the project into:
- Key phases or stages
- Major deliverables
- Clear milestones
- Focus on sequence, not perfection
- Plan in weeks, not months, where possible
Helpful documentation
Use a High-Level Project Plan (1 to 2 pages) containing:
- Key activities
- Owners
- Target dates
- Dependencies
If your plan can’t be easily explained to the team, it’s probably too detailed.
5. Build in time for thinking, not just doing
Managers are often overloaded, which means projects get attention only when something goes wrong. Strong project leadership requires intentional thinking time.
Practical actions
Schedule a weekly 30-minute review with yourself:
- What’s on track?
- What’s slipping?
- What risks are emerging?
Ask yourself:
- What decisions am I avoiding?
- What conversations need to happen?
Helpful documentation
Design a weekly Project Notes document to provide:
- Key updates
- Decisions required
- Risks or concerns
- Next priorities
This is for your clarity - not for reporting progress.
6. Communicate little and often
In projects, silence is rarely interpreted positively. Teams and stakeholders don’t need constant updates, but they do need predictable communication.
Practical actions
Agree upfront:
- How often updates will be shared
- What format they’ll be in
Keep your updates focused on:
- Progress
- Risks
- Decisions needed
Helpful documentation
Construct a Project Update template (on 1 page) to outline:
- What’s been completed
- What’s next
- Risks/issues
- Decisions or support required
Remember that consistency matters more than polish.
7. Manage risks without becoming paranoid
Many managers either ignore risks entirely or create long risk registers that are never revisited. The middle ground is active, proportionate risk management.
Practical actions
Regularly ask:
- What could realistically derail this?
- Where are we overly dependent on one person?
- What assumptions are we making?
Focus on actionable risks
Helpful documentation
Build a Top 5 Project Risks List
- Risk description
- Likelihood (low/medium/high)
- Impact
- Mitigation action
- Owner
If a risk doesn’t have an owner, it isn’t being managed.
8. Pay attention to the human side
Projects are delivered by people, not plans. Resistance, fatigue and competing priorities are often the real blockers.
Practical actions
Acknowledge pressure and workload honestly
Check in regularly with individuals:
- What’s getting in the way?
- What support do you need?
- Celebrate progress, not just completion
Helpful documentation
Create a Team Capacity Snapshot to summarise:
- Key contributors
- Competing priorities
- Pressure points
This helps you make realistic commitments and protect delivery.
9. Make decisions promptly (and make sure they are visible)
Delayed decisions are one of the most common causes of project drift. As a manager, your willingness to decide, even imperfectly, keeps momentum.
Practical actions
It is important to clarify:
- Which decisions you can make
- Which require escalation
- Avoid waiting for “perfect” information
Communicate decisions clearly and quickly.
Helpful documentation
Use a Decision Log (to provide a simple list) to record:
- Decisions made
- Date of decision
- Rationale for decision taken
- Impact of decision
This avoids confusion and second-guessing later.
10. Review, learn and close down your project properly
Many projects fade out rather than formally finishing, which means learning is lost and success goes unrecognised.
Practical actions
At the end, ask:
- What worked well?
- What didn’t?
- What would we do differently next time?
Remember to thank people explicitly for their contribution and to confirm ownership of ongoing actions.
Helpful documentation
Developm a Project Close-Out Summary (1–2 pages) to cover:
- Objectives achieved
- Outcomes delivered
- Key lessons learnt during the project
- Follow-on actions
This creates value beyond the project itself.
Final thoughts: keep it simple, and keep it human
Managing a work project does not require advanced methodologies, complex software or dozens of templates. What it does require is:
- Clear purpose
- Thoughtful planning
- Consistent communication
- Decisive leadership
- Give attention to people
For managers juggling multiple responsibilities, the goal is not to become a professional project manager. Instead it is to apply just enough structure to enable progress, reduce risk and deliver outcomes that matter.
If you focus on clarity, discipline and humanity, your projects will succeed far more often than those burdened by unnecessary bureaucracy.
Paul Beesley
Director & Senior Consultant, Beyond Theory
Related blog articles:
Why does change fail in organisations
Why beig a situaltional leader works so well
