Rebles Guide to PM
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Executive Timeline Template: Present Your Project at a Glance
Sometimes a single slide is all you get.
When you need to present key milestones and progress to senior stakeholders, you don’t want to drown them in detail. You want a simple, clear, executive summary timeline.
This free template is designed for exactly that: a one-slide overview of major milestones and dates, perfect for reporting, board decks, or project reviews.
Download the Executive Timeline Template
Get the template (affiliate link)
You can fully customise this slide and make it exactly what you need Can you really get away with one slide?
Yes! And frankly, sometimes you have to.
As a project manager, the best-received exec presentation I did was the one where I didn’t actually use my deck. As I made my way to the front of the room, the CFO asked me to assume that everyone had read the slides (although I’m sure they hadn’t).
I was expecting that, so I skipped straight to the TL;DR and talked about the decision I needed.
Why use an executive timeline template instead of a full plan? Executives are busy, and usually don’t want to scroll through 40 slides. A summary timeline gives them:
- A clear visual of major dates
- Confidence that the project is under control
- A sense of progress at a glance.
This is especially useful in:
- Transformation programmes
- Regulatory projects
- Projects where you have to show a stage-by-stage process
- Client-facing work where communication is key.
I’m sure you can think of senior stakeholders where they would prefer a single executive roadmap graphic than a long written document.
Admittedly, some stakeholders will want the back up of a detailed plan or numbers, but start big picture and then focus in on the extra info – have that to hand in case it’s needed.
Is it within your job role to create an exec summary?
Yes, it is within your job role to create an exec summary, because your ‘exec’ could be your line manager.
All you’re doing is presenting information in a summary slide format, using a template that you can reuse again when they ask for an updated version.
I think the summary timeline PowerPoint slide is a good one for anyone who needs to report upwards or outward. Especially if you are in the following buckets:
- PMs reporting to leadership
- Programme managers creating board papers
- PMOs producing monthly summaries
- Consultants presenting to clients wanting to deliver a convincing pitch.
Which covers quite a lot of roles. But don’t be limited by that. If you found this page because you want the template, then it’s right for you!
Personally, I find my presentation skills are magically improved when my slides are professional-looking with relevant content and visual cues to remind me of the key things to say.
When should you write an executive report summary?
You should write an executive report summary when you’ve created a document that’s longer than three pages, that a busy person wouldn’t read.
When I create a steering deck, it includes an exec summary as the first slide (narrative text) then a plan on a page summary timeline.
When I write a business case or project update that is multiple slides, our process is to create a one-page summary document to go alongside it.
The goal of the exec summary is that it includes the bare bones info that senior management need in order to make a decision or to understand the key points. Then all the detail, explanation, rationale and so on goes in the main document, that they can read if they care enough.
They should be able to get all the key information they need from a summary.
What the template includes
MS Office doesn’t have timeline templates built in, not ones that I would want to use anyway. Maybe it will in the future, but for now, the PowerPoint timeline I recommend is designed for busy stakeholders who just need the headlines.
- Horizontal milestone layout (you can keep or remove the swimlanes)
- Space for major deliverables
- Time markers by quarter or month (or both)
- Simple, clean slide layout
- Fully editable in PowerPoint
This works well as the first timeline slide in a pack, or as a standalone summary for email or presentation.
How to use the template
- Download it here
- Update the tasks, swimlanes and milestone text with key deliverables or decisions
- Adjust the date range if needed (you can easily switch from quarters to months or keep both in)
- Change the colors to your brand colors
- Use in status reports, steering packs or briefing decks
If you’re part of the 28% of project managers who use Excel for scheduling, then you can import your data to save you having to retype it.
It’s ideal when you don’t need a full Gantt chart, just the top-line story. But do remember to change the colors and fonts because unless these are your brand choices, they are not good!
Please note that this is a PowerPoint template so it won’t work in
Google Slides. What you could do though is create your milestone chart in PowerPoint and export it, copy/paste it or save it as a picture with a screengrab and import it into yourGoogle Slides presentation that way.You can also screenshot it and paste it into Microsoft Word – I do that a lot when I need to show the overall project schedule in a Project Initiation Document, for example.
Bonus: Make it look even better
If you’re short on time, this timeline for PowerPoint will help you show the essentials fast. Want to go one step further?
Use the Office Timeline plugin to create timelines like this one directly inside PowerPoint. You’ll save time and get consistent results, which is especially helpful for recurring reports.
You can set your brand colors too. And they are 100% editable.
This article first appeared on Rebel's Guide to Project Management and can be read here: Executive Timeline Template: Present Your Project at a Glance
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The Best and Worst Email Habits for Project Managers
I don’t know about you, but we still rely heavily on email communication in project management. That, along with Teams messages, are the main ways we communicate.
I’m not alone, McKinsey reports that knowledge works spend 28% of the work week managing email. Microsoft’s research shows that users get 117 emails a day, most of them skimmed in under 60 seconds. Sounds like my lunchbreak.
Email is a vital tool for us all, but if you’ve ever come back from a week off and found your inbox full of 300 messages (most of which you don’t need to action), you’ll know how important it is for good email housekeeping.
Good email practice can streamline workflows – whereas the reverse causes confusion and frustration. With over 25 years of practice writing emails, I’ve got some good and bad email habits to share below so you can level up the way you interact with your team. These will keep teams aligned (or drive the bonkers if it doesn’t work effectively).
The 5 best email habits (what works)
Let’s start with what works, what’s good email etiquette in project management (and in business overall). These are email productivity tips that work:
- Clear and concise subject lines
- Keep emails brief and actionable
- Use CC and BCC properly
- Set clear action items
- Use templates for recurring messages
I love getting email messages from some colleagues as I know they will get to the point. Messages from other colleagues are… not quite as good. Let’s look at each of those points in turn below.
1. Use clear and concise subject lines
A descriptive subject line improves email efficiency, because people can see from their inbox what they have to do.
Good subject lines:
- FOR ACTION: Steering deck to review
- FOR INFO: Out of the office on Friday
- FOR APPROVAL: Decision on purchase
These are clear and they summarise at the beginning what level of importance they carry.
Bad subject lines (these are real subject lines from my inbox, depersonalized!):
- Fw: Systems (what is this about?)
- Project Name (there’s loads of comms on this project, what is this one specifically about)
- Meeting notes (what’s the meeting?)
Take a look through your inbox and you’ll probably find more examples.
2. Keep emails brief and action-oriented
Effective email communication at work means making it clear what you want. Long-winded emails dilute key messages because people scan information.
Use bullet points or put key information in boldso it’s called out when someone quickly scans through.
Read through your mails before you send them and try to take out words.
3. Use CC and BCC properly
Using the ‘carbon copy’ and ‘blind carbon copy’ functionality properly is part of professional email best practice.
You’ve probably been CC’d into emails where you haven’t needed the info, although as a project manager I know from my own experience we often want (or need) to know what is going on. But cc’ing someone’s boss for the sake of it isn’t a good idea.
Use the CC field to copy the email to people who genuinely need to know.
If you want to drop people off the list, you can move them to BCC, so that when someone ‘replies all' (more on that later), they don’t get the rest of the chain. For example:
“Moving Claire and Elizabeth to BCC so the technical team can continue this – we’ll loop you into the decision.”
4. Set clear action items and deadlines
Effective email communication in teams means that every email should clearly define tasks and next steps.
For example: “Please submit your report by Friday, EOD” vs. “Let me know what you think.”
If you use your inbox as your To Do list like I do, this is really helpful!
5. Use templates for recurring emails
Templates savetime and keep regular communication consistent so people know what to expect. For example, I have a standard weekly report email that I send out each Friday.
I take the last email from my Sent folder, edit the subject line and paste in the new content, and the structure says the same. The email addresses are then already populated (I have to remember to take Fw out of the subject line and update the subject line with today’s date.
You can template project updates, meeting follow-ups and other regular comms.
Get my template for a handover email to clients. I also have more email templates for handing over work to a colleague or writing a handover to your manager.
The 5 worst email habits (what to avoid)
So if that’s what works, what do you need to look out for? According to data shared by the Financial Times, you and the people you work with are interrupted on average every two minutes by meetings, emails or notifications. So you really want to manage your time effectively.
Here are some common email mistakes to avoid.
1. Overloading inboxes with unnecessary emails
Too many emails lead to email fatigue and people missing important content. How many unread emails in your inbox?
My first top tip is to avoid sending too many emails for minor updates instead of using a project management tool, or collaboration tool like Teams or Slack. Inbox congestion just means things don’t get responded to.
Do this instead:Use the software you have to manage updates where you can so you keep short, chatty-type updates to a minimum. Add comments to the
Google Doc you’re working on instead of pinging a list of comments over on email.If you’re worried about emails landing when the person is out of the office, use schedule send. I do this to make sure emails arrive at a time I know the person is going to be at their desk.
Keep important stuff for emails, or things that you need to have documented for historical or audit purposes.
2. Being vague or ambiguous
Unclear messaging leads to confusion and even more follow-up emails.
For example: “Can you handle this?” vs. “Please review the attached file and send feedback by Thursday.”
Do this instead: Be specific and clear, listing out the essential details. And if you can’t be, think about whether it’s worth sending the email at all.
Being able to communicate clearly is part of project management communication skills, so hopefully this one is not a stretch.
3. Reply-all abuse and unnecessary email chains
Excessive reply-alls clutter inboxes and frustrate teams, because it’s hard to know who the action is directed to.
The 5-email rule
When an email thread gets to 5 messages, take it off email and have a conversation about it. This is a tactic I talk about in my book, Managing Multiple Projects.
Do this instead:Use direct replies instead, to the relevant stakeholders. If you need to send a general update, do that once there is something concrete.
4. Ignoring tone and professionalism
Don’t ignore tone of voice or professional email etiquette. Poorly worded or overly casual emails can lead to misunderstandings.
What this looks like in practice is:
- Not sending an emoji back as a reply
- Saying thank you in the body of the email
- Opening and closing the email professionally “Hello/Dear…” and closing phrases like “Kind regards/Best regards” etc.
Do this instead:Follow good email writing best practice. Re-read your emails before you send them. Set up a sending delay if you’re worried about firing off an email without doing the proper checks.
Check out my guide to project quality management, assurance and control to help with professionalism on the job.
5. Delaying responses or failing to acknowledge emails
Don’t delay sending a response (if you can help it). Long response times slow down project momentum and often the situation moves on before you get to the message.
However, I would strongly advise to balance that with not feeling like you have to check your emails all day every day. Multi-tasking is definitely not the best approach, so discuss as a team what acceptable email response times are. Schedule time for email responses.
Don’t forget to acknowledge the emails that need a response. If it’s something like ‘here’s the file you asked for’, you could send back a thank you message, but isn’t that simply sending an email for the sake of it? It’s clutter in their inbox.
Take direction from the culture of your team, I wouldn’t email back and I felt like there was a need for an acknowledgement, I would drop someone a message on Teams.
Do this instead:Acknowledge messages with a quick response emoji (Microsoft Outlook functionality).
If a message requires timebound action (“can you do this by end of day?”) then I would send a message back saying yes.
Quick team actions to implement next
Here are some quick actions you can work on with the team:
- Set up team guidelines for email use – co-create email standards with everyone else
- Encourage team members to audit their email habits and talk about what good practice looks like
- Call out examples of good emails (I’d avoid highlighting bad examples in a team setting) to share what good looks like.
You don’t have to do an inbox detox or get to inbox zero. You just have to have working practices that make sense and let your team get on to do their best work.
This article first appeared on Rebel's Guide to Project Management and can be read here: The Best and Worst Email Habits for Project Managers
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Document version control made easy (with examples)
A reader got in touch recently and asked for more info on document version control and how to do it. It's not that hard to do for Word documents, or you can rely on software like SharePoint, Teams or
Google Drive to make it a whole lot easier.In this article we'll discuss the principles of version control for files so you can get started, whatever software you use.
What is version control?
The quick definition is this:
Document version control is the process of tracking and managing different versions (or drafts) of a document so you know which is the current iteration of a file.
Version control is used for lots of project management documents as well as other assets.
You’ll come it across it in other areas of your work as well, particularly in coding, where developers need to keep meticulous logs of what’s been changed and what version is the current version of the source code.
In that environment it's part of project configuration management. The main elements of configuration management aren’t that different when we’re talking specifically about documents.
I honestly thought I already had covered this topic on the blog – it's certainly the subject of a chapter in my book, Shortcuts to Success: Project Management in the Real World.
(The chapter is only a few pages long; even I can't spin out version control for more than that!)
Why is version control important?
Why would you want to know which is the latest version of something?
Version control is important because then you know everyone is working from the same version of a document. And you know they've got the latest version.
Imagine the hours lost if someone on your team was working from out of date project requirements, for example.
Actually, I don’t have to imagine that situation, having been in it! It became part of lessons learned for our projects. Learn from my mistakes and keep tabs on how your files are evolving with version control.
This process is important because it helps keep an audit trail of how the file was changed, who saw the changes, whether or not they have been approved and when it all happened.
How to get started with document version control
Configuration management has always seemed to me to be a fancy title for something that’s very easy to do.
(If you care about this kind of thing: your configuration management plan is part of your project management plan.)
The easiest way to version control your documents is to have your software tools do it for you. Project management software often has this feature baked in.
Version control - checking out documents
Version control works because the process makes sure no one is over-writing or changing the information entered into the document by someone else.
In other words, someone 'checks out' the document and works on it. You can see what it looks like using Dropbox for teams in the screenshot below.
Here's what it looks like when you try to make a change to a file that someone else is using. This is part of the reason we use version control. Once a version is completed to the point where you want to get feedback from other people, you can then make it available for them to see. Then other people can access and do their changes, comment on the changes already made, accept, reject and edit.
You carry on like that until you have a final version of the document that everyone can agree to.
Version control in documents with 'Live' editing (e.g. MS Teams)
Software like Microsoft Teams or SharePoint gives you the option of working collaboratively on the document together. There's not 'locking out' although that sometimes happens if someone is accessing the file from home, or some other technical quirk.
If you get a notification saying the file is locked, you'll get the option to work on a copy or to be notified when the file is available again. I ping the person on Teams and ask them to close it, as most times it's an error and they aren't using it actively.
A colleague and I were working on the same spreadsheet. She was in it and I was in it, multiple times over the course of a couple of days, and because of conflicts, Excel kept saving different versions. In the end, she had to go through all the versions we had accidentally created and consolidate them all. Try to avoid that by starting out as you mean to go on!
Accessing Version History in Microsoft Office apps
In Microsoft Office, you'll see a circle with the initials or picture of the other people editing the file, in the top right.
Click the 'catch up' button and access Version Control to see who made edits. This is a screenshot of how it looks in the version of PowerPoint that I have:
The Version History panel shows you past copies of the document. Click each option to go back to the auto-save version of the file. From there you can save a copy or download an old version if you need it.
Teams does this for you automatically. It's pretty good, but it doesn't always choose resave points at the exact points that you would want.
I think it's good to have a back up version, that you saved yourself, if you need a baseline or copy of a document. For example, if you are preparing a steering pack and put slides in that your sponsor then says to take out -- keep a copy of the whole deck because you'll probably want to use those slides again next month.
Version control in
Google DocsGoogle Docs has built-in version control in that you can see the revision history of your online documents.
The Version History is accessed through the icon that looks like a clock in the top right and the panel looks very similar to that of Teams.
In the screenshot above, the content is filtered on 'all versions'. If you change that to 'named versions' you can see particular formal approval points.
This is better (in my view) than the functionality in Teams because you can save documents at a particular point in time and then easily refer back to those versions if needed.
Version control in Dropbox
Dropbox has the same built-in version control: log in via the web browser, navigate to the file and then click version history to see past copies. This has saved me plenty of times in the past!
Check the software you use -- maybe it already has version control features or they could be switched on.
If you don't already backup your documents beyond simply saving another copy with a new version number, then read how to choose a backup solution for your project data.
How to use document numbering in a version control table (manual versioning)
If you want to keep formal records of the different versions e.g. approved/signed off documents, then you can do that via a version control table.
Add a version control table to the front of the document that records:
- the version number
- the author
- a brief summary of changes in that iteration of the document
- the date.
Here's what that the table would look like:
Version Date Author Rationale 0.1 1 March 2025 Nanette Bailey First draft 0.2 15 March 2025 N Bailey Review by
architect0.3 22 March 2025 N Bailey and F
JacobsWider review
by project team; section 6
updated (new
dates)0.4 28 March 2025 F Jacobs Final review by all
stakeholders;
project team
comments
incorporated0.5 3 April 2025 N Bailey and F
JacobsFinal version
for signature;
costs updated1.0 14 April 2025 F Jacobs Issued 1.1 27 April 2025 N Bailey Updated
deliverables
(section 5)Example of a document version history table How version control numbering works
Version control numbering works like this.
Each draft of the document is saved as an incremental number: 0.1, 0.2 etc until such point as the document is approved. Then it becomes version 1.0.
Subsequent edited versions become 1.1, 1.2. The '.x' part of the number represents a small change. We rename the document to the next whole number if it's a major update, e.g. 2.0.
This makes version control for Word on documents really easy, just add the table at the front of the document and change the file name.
Just like they name new iPhones, or software versions! Do not worry about the numbers going up and up. In one of my projects we’re currently on version 15 of a technical spec and you know what? – It’s all fine.
Note: If you make a totally new file for a totally different purpose, the numbering of that file goes back to 0.1 again. Add the number to the file name. You can have Project Charter 0.1.docx and Business Case 0.1.docx. The numbering is specific to each file. Just saying.
The rationale column is for a brief description which highlights what is different about this version compared to the last one. It may have no changes beyond the version number, because the 'change' is that it has been approved and become version 1.0, the 'final' one (at least until the next update!).
Or you may add a couple of words to reflect what's happened in the file so readers can quickly spot the differences.
You’ve got numbers to use to refer to (and dates for extra backup) so that when you are talking to your team members you can reference the version you are using or expecting them to use.
They can quickly see from the front of the document if they have the right/most current version. If you are creating a spreadsheet, add a tab at the front with the name 'version control' and use that as a way to record the dates and updates for each edition as the file gets updated.
In my experience, software project teams find this way of working pretty easy as they are already familiar with configuration management and the concepts of keeping versions. If you are working with a team who does not have this background, they may benefit from you explaining a bit about what version control is and why you are doing it, before you expect them to understand what you are talking about.
Most of the document templates I use already have this table set up at the front. Once you've got it done, it's easy to copy and paste the format to other documents.
Using 'v' in document file names
I don't use v to stand for version in my file names, unless we're doing very informal numbering and the docs are more for my own personal use than a formal part of the project management process. I prefer to stick with just the number.
However, if you want to include v in your file names, go ahead. It would make the file name look like this:
Project Pancake Charter v1.2.docx
I know a project manager who uses Project Plan vDRAFT.xlsxuntil the plan is approved by the team, and then adds the numbering for storing historical versions only. Then he uses Project Plan vCURRENT.xlsxon the version the team uses in the daily stand ups. Neat.
What to do with old versions
So what do you do with all the old versions of the files you've created?
It's best practice not to simply save over the past copies. In other words, don't just hit 'save as' and update the file name. You want to make a separate copy, which may or may not be stored in a separate location in the central repository.
Towards the end of the project when you are preparing your handover and archiving, you may decide that you don't need to keep every single incremental version. During the project close phase you can make decisions about what files to keep and which to delete.
I tend to save them all. Unless they are copies of a working file and genuinely not needed, I want to keep the whole set of files as it represents the project's history of changes, and if you don't have an issue with server storage space, then why not?
Check your document management policies and see what your organization wants you to do.
Managing automated document version control
While
Google Drive, Dropbox and SharePoint will save copies of your past files, that's not the smartest way to do version control. You don't need a snapshot of the version every time someone hits 'save'.It is better to use good document management principles, and keep the versions you need. Use the reference table on the front sheet (or back if that works better for you) of your file so you know what's the latest version.
In other words, don't rely on software to magically do your document versioning for you. Auto-saves aren't a replacement for good file management.
The other issue with using automated versioning is having to deal with conflict resolution. This happened recently on one of my projects.
It's not the most interesting part of project management but good document version control will keep you organized! It doesn't take much time once you get the hang of it.
Your next steps
- Review which of your project artifacts should be under version control and check they are.
- Talk to your team about the versioning system you are using (if you have one) so everyone understands what is expected of them.
- If you don't have one, talk to the team about how you are going to start putting your files under document management and why it's a good idea to do that.
- Then start numbering your files!
This article first appeared on Rebel's Guide to Project Management and can be read here: Document version control made easy (with examples)
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How to Structure and Staff a PMO Without a Big Budget
Not every PMO starts with a team of full-time project professionals. Many small organizations begin with just one person wearing multiple hats.
Sound familiar? I’ve lost count of the number of times I’ve taken calls with project managers who are setting up a PMO for their department or team.
So it’s time to write out what I tell them! If you’re a small business owner, project lead or transformation manager trying to build a functioning PMO with minimal staff, shared resources, or part-time support,this is for you.
Read on for a guide to help you set up a structure that works now, but can grow later.
Pick the right PMO type for your reality
Before structuring your PMO, get clear on its role.
There are several types of PMO, but frankly you don’t have to stick to one of these. What you are aiming for is to determine the role you expect the PMO to play. Here are some examples.
Supportive PMO
A supportive PMO offers templates, coaching, and best practices to the project leaders in the organization.
It’s a good approach for early-stage or resource-light businesses because you’re a centre of best practice.
Controlling PMO
A controlling PMO adds structure and requires compliance from the projects in the team.
This works if leadership wants visibility and transparency, and you’ll be gathering data and reporting.
Directive PMO
A directive PMO assigns and oversees project managers. It does resource assignments and capacity planning, and the project analysts and managers report into the PMO lead.
This is more common in mature organizations where you have consolidated the project resources under one leadership structure.
My advice would be to start with a supportive approach (with a bit of transparent reporting) and grow toward controlling as you prove value.
A PMO structure for small businesses is more likely to be a reporting and governance function in my experience, because what small businesses want is software, dashboards (or manually created reports, yikes) that show the impact of projects, value, investment, resource capacity and when new things can be started.
What roles do you actually need?
Even with one person, you can structure work around functions:
PMO Function Role (Can be combined) Governance & Planning PMO Lead / Ops Manager Reporting & Dashboards Analyst / Admin / Automated Tool Project Coaching Experienced PM or part-time SME Admin & Templates Admin support or VA (virtual assistant) You may only need 0.5 FTE total if you share across roles.
Document the project management office roles and responsibilities in a RACI matrix. I’ve put an example below – use this as a starting point but you’ll want to tailor it a little bit as necessary to fit your own organization structure.
PMO RACI Matrix
For more on how to use this kind of table, check out my guide to the RACI matrix.
PMO Activity PMO Lead / Ops Manager Project Manager Analyst / Admin SME / Coach Dept Rep (PMO Ambassador) Define PMO Charter & Services R C A C I Maintain project register A R C I Develop reporting templates A C R I Portfolio reporting & dashboards A I R I Approve new project intake R C A I I Provide project coaching I R A/R Run project health checks A I C R Document governance processes R C A C Schedule PMO meetings C I R Communicate PMO standards R A C C Legend
- R = Responsible (does the work)
- A = Accountable (owns the outcome)
- C = Consulted (provides input)
- I = Informed (kept updated)
Where should the PMO sit in the org chart?
Your PMO’s impact often depends on where it reports.
- Ops or Strategy Lead = Influence, but practical delivery support
- Finance or CEO Office = Strategic, top-down
- IT = More delivery-focused, but risks being siloed
Choose a reporting line that aligns with your PMO's goals (support vs control).
In my experience, you don’t really get to decide where the PMO sits. If you’ve been asked to set it up, then it is going to be in whatever area of the organization that you are.
It might move later, but right now as you get started, it’s sitting with you.
Borrow, don’t hire (yet)
You need to come up with a PMO and staffing strategy, but that sounds a lot more fancy and hard work than it actually is. It’s about how you get the resources to fill the roles.
Let’s assume that in the first instance the person doing the PMO work is you. You’ll have to juggle the project manager vs PMO lead hats, but just think of it like being a fractional PMO.
Here are some ways to build capacity creatively.
Use fractional PMs: Bring in freelance or part-time project managers on big projects, to provide the governance and PMO support for a particular initiative.
Leverage internal champions: Upskill enthusiastic team members to be project leads (assuming you have some!)
Tap into virtual assistants: For status reporting, document prep, meeting scheduling – virtual assistants don’t have to work in the same company but you’ll need approval before you bring in external resource and they’ll need access to your systems.
Create “PMO Ambassadors”: Train 1 rep per department to act as liaison – useful for when you want to start spreading the word about expectations for management and governance of projects. Your outreach team then becomes your virtual PMO.
Think creatively: you don't need headcount, you need coverage.
Plan for growth
Even the leanest PMOs need a growth path:
- Track demand: number of projects, stakeholders supported
- Show value: project outcomes, feedback, visibility improvements
- Build the business case: when reporting or delivery gets strained, expand.
Basically, start wherever you need to start, and think a little bit about where you want to go next. As demand increases, you'll grow. It will just happen. It's better if it's planned and thoughtful, but don't stress about it at this point.
Scrappy > Perfect!
You don’t need to build a big machine. Start with functions, not job titles, and scale as demand grows.
You've got this!
This article first appeared on Rebel's Guide to Project Management and can be read here: How to Structure and Staff a PMO Without a Big Budget
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Why strong working relationships matter more than you think
Back in 2008, Andy Crowe published research (in his book, Alpha Project Managers) that identified the top 2% of project managers – the high performers. What made them stand out? Among other things, they were excellent at building relationships.
These PMs weren’t just good at sticking to schedules or managing budgets. They had an exceptional ability to work across teams, tap into informal networks and influence beyond the org chart.
And that’s what made them more successful – or at least more perceived to be successful.
That research stuck with me. It’s something I reflect on often in my mentoring conversations. So in this article, I want to unpack the different ingredients that go into creating strong professional relationships, especially in the context of mentoring others.
Let’s take a look at what really makes a difference.
Set clear expectations early
Whether you’re mentoring someone or managing a project team, expectations matter.
Without them, it’s hard to feel confident that you’ll get what you need – or know what’s expected of you. Setting expectations isn’t just about tasks and deadlines. It’s about trust, confidentiality, roles, and boundaries.
We have to meet the expectations on our side of the relationship to get the other person to demonstrate their side – show trust in order to receive it.
When I start mentoring someone, I always go over what we can (and can’t) share with their manager, the kinds of support I can offer, and how often we’ll meet. We treat it like a working agreement – one we can come back to and adjust as the relationship evolves.
The same applies on projects. For example, I recently helped a project manager set up governance for a new program. We walked through what our organisation expects from programme boards, clarified roles, and agreed how we’d work together day-to-day.
That half-hour conversation made all the difference: she knew where she stood, and we could go into stakeholder meetings aligned and confident.
That’s the magic of expectations – they eliminate surprises and boost clarity. Everyone knows what’s happening, and why.
Commitment isn’t about being available 24/7
When people talk about commitment, they sometimes think it means working late or always saying yes.
It doesn’t.
In a professional working relationship, commitment looks like showing up when you said you would. Being present. Following through on the promises you make. That reliability builds trust – and without trust, a professional relationship doesn’t really go anywhere.
In my mentoring role, that means protecting the time I’ve committed to mentees. We’ve got regular monthly calls in the diary, and we stick to them. Sometimes we have to move things around, but the intention is always there: I’m here when you need me, and you’re a priority.
It’s the same with colleagues. People remember when you come through for them. And they also remember when you don’t.
Active listening is more powerful than it sounds
You’ve probably heard the phrase “active listening” before. But what does it look like in practice?
In The Coaching Manual (2021) Julie Starr says that active listening is important because it creates an environment where:
- You set the intention to stay focused on the other person’s words
- You use more effort to process and listen than on your own speech
- You are investing effort in recording information mentally, so you can recall it again in future conversations (in addition to taking notes)
- You confirm you are still listening so the other person sees you paying attention
- You demonstrate your desire to understand through clarifying questions and summarizing so you get what the speaker is telling you.
It’s not just nodding politely or pretending to pay attention while thinking about your to-do list. Active listening is about genuinely focusing on the other person. Asking clarifying questions. Summarizing what you’ve heard. Taking notes – not just for the sake of it, but so you remember.
It’s about making the other person feel heard.
In one meeting this week, I made a conscious effort to do just that. I summarized key points, clarified who someone was talking about by checking our org chart (without interrupting the flow), and reflected back what I’d heard to make sure we were aligned.
That’s active listening. And it made the meeting more productive for everyone.
Encouragement matters more than we think
Encouragement doesn’t have to mean balloons and party poppers. It’s often the small things that have the biggest impact.
A timely “well done” on a job, a thank you email, a stretch opportunity that shows you believe someone can step up – these all matter. People want to know that their efforts are seen and valued.
The Management Centre says it is important to encourage people in the way they want to be encouraged. Personally, I’d rather a low-key encouragement; others might prefer a big fanfare or lots of ra-ra cheering which I would find cringe-worthy.
I had an email recently from someone who used to be in my mentoring group. She asked whether she should apply for a job at a company I know quite well. It wasn’t a perfect fit for her dream role, but I encouraged her to go for it – even just to learn more about the opportunity.
How to encourage others
Deborah Byrne, psychologist, says that encouragement is a great way to boost a relationship because it makes you a nice, positive, person to be around. Also, we can be an inspiration to others: by encouraging someone else, they can pay it forward and encourage others.
Byrne says our attitude matters because the way we are with others does influence their behaviour, even if it’s not obvious to you in which ways they are being influenced.
Byrne suggests that encouragement can be offered in different ways:
- Being aware of how you speak about yourself and others, and avoiding negative language.
- Celebrating success and commenting when someone helps you (for example), and responding to their behaviour positively.
- Draw attention to what is going well for someone, for example pointing out their recent successes or what they’ve achieved.
- Smiling! (I feel I do a lot of smiling, so this is a way of encouraging others that I feel I can say I’m good at.)
Other ways people can be encouraged include:
Specific ‘thank you’ messages related to specific tasks, given in a timely manner, either in a 1:1 setting or in front of others e.g. at a team meeting. This can be encouraging for future work as well as recognising past work.
Offering people stretch tasks and challenging work in line with their personal targets and objectives, along with the support to make sure these targets are achievable. This can show that you trust someone to take on more responsibility.
Support can be pivotal. Not in a cheerleader way (unless that’s your style), but in a grounded, “I’ve got your back” way. Realistic encouragement builds confidence and strengthens relationships.
Feedback: give it, take it, learn from it
Feedback can feel awkward. But it’s one of the fastest ways to build trust and improve how we work with others.
I always try to give feedback that’s honest and constructive – especially in mentoring. Whether it’s reviewing a slide deck or talking through a tricky situation, I want my mentees to walk away with something useful.
At the same time, I’m open to feedback myself. If someone tells me I’m being too hands-off or they want more challenge, I take that seriously. Mentoring is a two-way street.
The key is delivering feedback with tact and clarity. Not everything needs to be actioned, but it should always be something the other person can hear – and act on if they choose to.
Understand what motivates people
Encouragement is about recognising effort. Motivation is about understanding what drives it.
Are they driven by recognition? Career goals? The satisfaction of doing good work? When you understand what motivates someone, you can shape your interactions in ways that truly resonate.
Positive Psychology reports the Sheldon & Elliot self-concordance model of goal setting which outlines 4 different types of motivation:
External:You don’t take action unless there is a reward, or there is a negative outcome you are trying to avoid e.g. handing in work late.
Introjected: You take action because it helps maintain your self-image i.e. it feeds you ego to behave in a certain way.
Identified:You take action because the action is considered personally important or aligned to your values and therefore worth doing.
Intrinsic:You take action because the work required is fun i.e. you enjoy the journey towards achieving the goal.
Understanding motivation is important for relationship building, because if you understand what motivates someone, you can tailor the interactions to make sure you get the most out them, for example, by sharing information in a way that is tailored to the things you know will motivate them the most, whether that is career progression, a sense of being useful, achieving a goal etc.
For example, one of my mentees is clearly motivated by completing their apprenticeship and moving forward in their career. That helps me tailor the support I give and the opportunities I suggest.
I also took a leadership course years ago that showed I was motivated by financial rewards – that’s shifted over time, and today it’s more about professional reputation and doing a good job.
It’s worth reflecting on what drives you, too. Your motivation shapes how you show up in relationships.
And when the relationship isn’t working?
Not every professional relationship will click. That’s OK.
But it’s important to address it. If I feel something’s off with a mentee, I’ll talk to them and try to uncover what’s going wrong. Are we aligned on goals? Am I offering support in the right way? Could they benefit more from a different mentor?
If we can’t get things back on track, I’ll suggest a change. There’s no shame in that. Sometimes relationships run their course – or just don’t land right – and it’s more respectful to acknowledge that than to keep going through the motions.
Relationships are everything
Relationships are everything in project management – and beyond. Whether you're leading a team, mentoring a colleague, or navigating cross-functional work, your ability to build strong, respectful, trusting relationships will define your success.
It’s not about being best friends with everyone. It’s about being reliable, thoughtful, and genuinely invested in other people’s progress.
And that? That’s a skill worth developing.
This article first appeared on Rebel's Guide to Project Management and can be read here: Why strong working relationships matter more than you think