This chapter talked about the rhythm of execution and the importance of setting a rhythm for your project team. We covered all the different types of baselines that you need to set to compare what you are executing to what you planned to do. We then talked about all the activities that you must do when executing the project. We spent a little more time on quality audits.
In the "Teaming" section, we described another element of team development: training. We talked about three different types of training: skill training, team training, and performance training.
The "Politics" section talked about some different personality types of project executives. Sometimes it is difficult to get the project information out and understood. We covered a couple of strategies that you can use when dealing with these different personality types.
Now back to the case study, where Chris Williams is still working on finishing the schedule and the budget. She has a meeting coming up shortly with June and still has a lot of work to complete.