ABSTRACT
Ensuring the fulfillment of project tasks and commitments, reporting the status, and invoking Steering Committee guidance and day-to-day issue/decision management are the tried and true practices of good project management. However, merely doing these things is inadequate for a best practice deployment. This chapter discusses these essential tasks but also exploits the practices that transform a good project into a best practice project. Things such as behind the scenes salesmanship, removing risk barriers, executive ownership process practices, monitoring rules of engagement, and other differentiating elements are discussed.
