The objective of this paper is to provide the project manager with some practical advice on ways to gain business approval of PRINCE2 (or similar methodologies).

This paper focuses on practical methods to ‘sell’ PRINCE2 to senior management, particularly where a number of past projects have failed or were closed prematurely.

When a project fails, how do you separate the methodology from its implementation? Quite often the project management methodology is blamed for the failed project, making it more difficult to recommend the methodology for future projects. This reaction is similar to throwing out the proverbial baby with the bath water.

The purpose of this paper is to discuss some of the issues that the project manager faces in the quest to maintain team members’ motivation levels during a project.

Further, this paper suggests a practical technique, grounded in human psychology, for the project manager to better understand team members and what they are thinking.

There are parallels between a project manager trying to understand what motivates team members and a psychologist engaged in dialogue with a client. The main similarity lies in the attempt to better understand what is going on in someone else’s head.

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