Project Management
New to Project Management? Here’s the Complete Manual on Running Projects of all Kinds
Project Management

New to Project Management? Here’s the Complete Manual on Running Projects of all Kinds

Approximately 66% of the people who manage projects in any given organization have no project management training of any kind. This can present a challenge for organizations, teams, and for the project managers themselves.

We’ve spent a month scouring the Internet for the best articles about how to manage projects through every phase of creation. The result? Hundreds of articles that will help anyone understand what to do when they’re managing a project. Whether you’re a professional project manager looking to bolster your knowledge base, or a project has been thrust on you and you don’t know where start, this resource manual should come in handy.

Click on a link in the table of contents below to go directly to that section.

  1. Define the problem
  2. Scope the solution
  3. Manage delivery
  4. Launch the project
  5. Wrap it up

1. Define the problem

Project management for non-project managers

Team brainstorming


Decision making

User research

Journey mapping


Website problems

The root cause of common issues:

  • Understand the root cause of your project issues by learning how to implement the “5 Whys” method. The method involves brainstorming problem causes, and asking “why did this happen” for each of the causes, until the root cause has been identified.
  • Seven methods for identifying the root cause of an issue with your project, as well as a way to separate correlation from causality.
  • The problem tree method for analyzing the causes and consequences of a project issue. This analysis tool provides the project team with a quick glance at how a range of complex issues can contribute to a problem — and how this problem branches out into an equally complex set of consequences. Both causes and consequences are fitted into the diagram on a hierarchical preference basis.
  • In this article, you’ll be walked through the process of cost-benefit analysis, and offered insights and tips from industry experts. They’ll shine a light on the risks and uncertainties you should be aware of as you work, and provide real-world examples to show cost-benefit analysis in action. (Source)

Analysis of common kinds of failure


2. Scope the solution

Estimating and understanding the project

Planning & designing the project

Prototyping and soliciting feedback

Prioritizing elements of a project

Breaking down the work

What to do when the scope is wrong

3. Manage delivery

Project delivery

Breaking down projects into manageable components

Scrum meetings

Meeting effectiveness and efficiency

Project and stakeholder communication


Measuring velocity

Gantt charts

Waterfall charts

Confidence intervals

Organizational alignment

When it goes wrong: recovering a failing project

How to shut down a failed project


4. Launch the project

Launch techniques and advice

Team and company alignment

Marketing and promotion

Press releases

Website launch

Customer acquisition

Internal launches

Launch parties and events

Kickstarter projects

Launching with no budget

Failed launches

Measuring launch success

5. Wrap it up


Applying lessons learned

Larger team project reviews

  • When you have a very large team, or a distributed team, you need to find alternative ways to run a retrospective. This article tackles how to hold retrospective games at scale, and find trends in data to help identify easy wins and make improvements in a teams’ organizational efficiency.
  • Conducting retrospectives at the sprint or team level is pretty common. When’s the last time you conducted an organizational-level retrospective? What do you think your company might learn if they conducted one? talks about how to organize and conduct retrospectives of all kinds and put them into an organizational improvement backlog.
  • Another example of a pretty big retrospective (with 65 participants), this case study shows you how Spotify conducted their retro step-by-step. It includes thoughts for improvement and next steps for the company and for their retrospective process. Getting this kind of report on a big, successful company’s development process can help you understand what to expect and how to conduct your own, regardless of the size.

Measuring success of your project as a whole

  • When your project is finished, you should always be measuring customer satisfaction. Here’s a detailed look at how to construct a user survey to ask people a number of questions and find out what it is that they like and dislike about your offering.
  • An in-depth article about how to conduct user research surveys to see what needs work. In-depth and detailed, it gives you all the information to need to run surveys on your user base when you’ve wrapped up a project.
  • After a project is finished, after the team retrospective, after all of the discussions and decisions about what to do differently next time have wrapped up, it’s time to conduct a personal retrospective and see what you think you could have done better yourself. Here’s how to conduct a simple personal retro and get the most out of a period of personal reflection.
  • Congrats! Your project is done or is it? A common practice in Agile teams is to declare a “Definition of Done” to make it clear when something is finished vs. when someone has finished with their part of it. While this is often used in development practices, you can apply this same thinking to nearly any team: recruiting is not ‘done’ until the new hire has onboarded; a sales project is not ‘done’ until the money has been deposites into the bank; and so on. This article will help you define your “done.”
  • Here’s another example of how you can create a collaborative definition of “done” with your team, so you can all agree on when a task is finished and move onto the next one.

Finishing a project

Keeping teams from burning out

What to do in between projects

Celebrating company and team wins

How to handle team changes at the end of a project

Ideas for the next project


  • You’ve made it all the way to the end of our 300+ tips for project management mastery! Here’s your reward for making it this far:

A quick word about Unito before you go!

Struggling to get work done across tools? Tool stacks are growing at an unprecedented rate, as are the headaches associated with them. You probably have a favorite tool where you get most of your work done, but it’s not always what your colleagues want to use. Instead of wasting time copy-pasting data and switching tools, why not try Unito?

Unito’s workflow management platform has the deepest two-way integrations for the market’s most popular work tools. In just a few minutes, you can build your first flow, start syncing work items, and save time.