All this being said leads us to a question: How should the project manager proceed with estimation? The answer: maybe the practice doesn't change much, but the process is done OPENLY, using standard processes, including a full-circle communication process. Standard practices, such as utilizing the PERT technique - asking for and processing individuals optimistic, most likely and pessimistic estimates, and providing conditions for the estimates (i.e. this task can be performed by a technician of average competency in two weeks if they are not interrupted by other work demands) promotes additional thought and consideration for estimates. Standard formulas, such as (Optimistic + (4*Most Likely) + Pessimistic)/6 can then be applied to determine a PERT estimate. Secondly, reviewing the actual outcome against the original estimate with the estimator and the person that performed the work demonstrates your dedication to the process and provides a means to educate and drive improvement for the task estimators. All this enhances your dedication to the process and importance of estimating accurately, demonstrates a well thought out approach, and upholds your integrity from a relationship standpoint. Have an approach, follow the approach and involve and educate your team members on that approach is the best way to maintain your integrity when approaching the estimation process.

Personal Interactions

In addition to solid integrity in approaching the estimation process, there are a number of instances where interactions with your team, sponsor and other stakeholders can inadvertently alter their perception of you and your skills. One simple but often overlooked item: are you an optimist or a pessimist by nature? The impressions you give stakeholders about the status of the project or the impact of events - versus what actually transpires - can significantly alter how you are perceived, and how stakeholders will react to your opinions and impressions.

Status reporting - in particular judging when to share an issue with management or the project sponsor - involves a series of judgment calls that can be pivotal in forming perceptions of your abilities as a project manager. As a general rule communicating an issue will be more helpful, as long as that sharing is accompanied with a summary of the actions being taken and your approach for providing ongoing updates on the status of the issue. PM's should avoid the temptation to focus on fixing the problems that surface without communicating them as a means of "not rocking the boat" or looking like you can't work through issues. The odd situation that makes its way to your manager or the sponsor and "blindsides" them will set you back significantly. Carefully assess the possibility of an issue surfacing to your management; if a possibility exists, it is wiser to communicate the situation and the action you are taking to resolve the issue. If unsure, it is usually better to over-communicate than under-communicate.

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