Adam Gonnerman

One of the most challenging aspects of project and program management is dealing with unclear or constantly evolving requirements. Whether due to shifting business priorities, incomplete stakeholder alignment, or rapidly changing market conditions, ambiguity is an inevitable part of managing complex initiatives. Your ability to navigate this uncertainty while keeping the project moving forward is what sets you apart as an effective leader. Here’s how you can manage ambiguity and bring structure to chaos. First, clarify the big picture. When requirements are vague, step back and focus on the broader business objectives rather than getting lost in missing details. Ask stakeholders: What problem are we solving? What does success look like? What are the key constraints (timeline, budget, resources)? Aligning on these high-level priorities ensures that even if the details shift, you have a north star guiding the project. Second, break down unclear requirements into known and unknown compone...

Following a project kickoff meeting, the real work begins. While a well-run kickoff sets the stage for success, what happens immediately after the meeting is just as important. Without proper follow-up, even the most productive discussions can lose momentum, and critical action items may slip through the cracks. Ensuring a smooth transition from planning to execution requires timely communication, clear documentation, and alignment on next steps. The first and most immediate task is to send out meeting notes. These notes should capture key decisions made during the kickoff, major discussion points, and most importantly, action items assigned to specific individuals. A well-structured summary not only reinforces what was agreed upon but also serves as a reference document for those who may have missed the meeting or need to revisit details later. Meeting notes should be concise but comprehensive enough to provide clarity on responsibilities, deadlines, and any unresolved questions. Dis...

In a previous post, I covered how to prepare for a project kickoff meeting. Now, I’ll discuss a solid format for running the meeting effectively. As I noted before, my early kickoff meetings were fairly informal—I would gather the right people, let them talk it out, and capture action items. While that approach had its merits, it wasn’t structured enough to ensure a project got off to the best possible start. A well-run kickoff meeting should set clear expectations, align stakeholders, and establish a foundation for success. The meeting should begin with a welcome and introductions. As the project manager, you are the host, and your role is to set the tone and facilitate a productive discussion. Introductions help build rapport among team members, especially if they haven’t worked together before. Having each participant share their name and role in the project is a good start, but adding an icebreaker can make the meeting feel more engaging. Something simple like “one thing people do...

Early in my career, as I transitioned from site producer to associate project manager, I didn’t have much formal guidance on how to do my job. Instead, I relied on observing experienced project managers and learning from their examples. Over the years, I’ve honed my skills in managing dependencies, facilitating discussions, and simply running effective meetings—essential skills for any project manager. One of the most critical meetings in any project is the kickoff meeting. It sets the stage, aligns stakeholders, and ensures everyone is working toward the same objectives. This post is the first in a three-part series on kickoff meetings, beginning with preparation, followed by execution, and concluding with follow-up. The first step in preparing for a successful kickoff meeting is creating a solid agenda. Early in my career, my approach was fairly loose—gather key stakeholders and the project team, present the scope, let them discuss, and then take follow-ups. While this method works, ...

In several of my roles as a project and program manager, vendor management has been a key responsibility. In one role, I managed vendor relations for a proof of concept (POC) to determine the best technology solution for a core business process. In another, vendor management was a significant part of my day-to-day work. Based on these experiences, I’ve learned that successful vendor management requires clarity, streamlined communication, and robust tracking. Here are three essential strategies for managing vendor relationships effectively. 1. Establish Clear Expectations from the Start One of the most critical aspects of vendor management is setting clear expectations from day one. This includes: Defining scope, deliverables, timelines, and quality standards upfront. Establishing clear Service Level Agreements (SLAs) and Key Performance Indicators (KPIs). Ensuring vendors fully understand project priorities and dependencies. A key lesson I learned in one of my roles involved receiving ...