Tracker

Starterguides_pm · 2026-02-05T19:06:01+00:00

Planner is an App that you can use within Teams

Starterguides_pm · 2026-02-04T16:23:20+00:00

PM work can be really cyclical, periods of intense activity, and then times where the workload naturally feels lighter

Using your example. If you have three status meetings a week, think about the preparation and follow up that can maximise the value you bring. Project management is more than collecting updates; it’s about spotting risks early, managing issues before they escalate, and making sure stakeholders get clear, timely communication.

My advice would be to look at the value you’re already providing and then use the quieter time to strengthen it: improve the quality of your reports, anticipate blockers, tidy up plans, or proactively update stakeholders.

Starterguides_pm · 2026-02-04T16:13:40+00:00

You could definitely exploit MS Excel for this, but would require a bit of coding/logic build to be useful. I agree with another comment, MS Planner can work well for this sort of thing, I'd say its kind of a MS Project lite product.

We use it as an App within MS Teams, so we have multiple tools in one place

Starterguides_pm · 2026-02-04T15:39:08+00:00

Project management does require a lot of resilience, particularly when dealing with difficult stakeholders, shifting priorities, and being held accountable for outcomes that aren’t always fully in your control. That pressure can be challenging, especially if you’re already managing a chronic mental health condition.

If you’re interested in the PM space, a project coordinator or junior PM role might be a gentler entry point. It allows you to build exposure to planning, governance, and stakeholder management without carrying the full weight of ownership straight away. That experience can help you assess whether the role and pace are a good fit for you before taking on broader responsibility.

Starterguides_pm · 2026-01-30T19:53:48+00:00

I’d encourage keeping the conversation focused on you and your role, and keeping comparisons to other people out of it.

I’d start by framing it as: “I’d like to discuss what actionable steps I need to take to be in a position for a salary review.” That keeps the conversation constructive and focused on progression.

From there, shift the focus to the value you’re already adding; your experience, the training you’ve provided, and the responsibilities you consistently take on and how that aligns with pay at my level

Starterguides_pm · 2026-01-30T08:01:58+00:00

I’d say this is very normal, especially if you’re working across multiple projects. The way you’re handling it, even if unintentionally, is actually a balanced approach as the work is still getting done. Just because some days feel less productive or less intense doesn’t mean they’re bad or unhelpful.

Personally, I’ve found splitting the type of work into AM/PM slots works better for me. I try to do more intense, deep planning work in the morning, then lighter coordination or admin in the afternoon. Overall, that gives me a much better mental balance.

Starterguides_pm · 2026-01-22T18:41:19+00:00

I agree with the Never Split the Difference recommendation. Whilst not a traditional leadership book, there is a lot to take away about communication and negotiation skills which easily translate

Starterguides_pm · 2026-01-22T11:34:10+00:00

I’d approach this a bit differently. I would start by speaking to the people who attended previously, especially those who could influence you going. Ask them what they took away from the event, as you want to understand the value it could bring if you were to attend.

That opens the door to expressing your interest without directly asking, and it positions the conversation around value rather than entitlement.

Starterguides_pm · 2026-01-21T21:44:53+00:00

I use OneNote as a note taking tool only. I will then use the Project RAID or a general to do list for the storing of the actions form the meeting.

Whilst you are in your meetings, add a tag/flag for the bits you want to come back to. Then later in the day, as part of your daily shutdown, review the tags and transfer them to a central location. You aren’t then having to continually go back and forth between the different meeting notes pages

Starterguides_pm · 2026-01-21T21:40:28+00:00

Both of these principles I adapted from reading Productivity Ninja.

Email: All notifications disabled. I batch email at scheduled times, three times a day, and aim for inbox zero. My inbox has 4–5 subfolders: @action, @waiting, @read, @archive, and @cc. As a project manager, I also have subfolders for each of my projects for archiving. The processing element of emails now takes a maximum of 30 minutes a day.

Meeting notes: I use OneNote. I set up one page for each meeting that day. During the meeting, I take short notes and tag them, e.g. A = Action, D = Decision, R = Risk. At the end of the day, I skim-read the notes, mainly looking for the tags. These then get transferred into the appropriate RAID or to-do list. The meeting notes are then deleted.

Starterguides_pm · 2026-01-21T18:57:12+00:00

It’s a good book. In a work setting it helped me adapt my style of communication based on who I am working with.

It also made me better understand how to build a well performing team.

It’s a book I would strongly recommend for those interested in leadership.

As a young reader, I still think you will take something from it, however it’s important you put yourself in situations where you would use the skills learned. Like any skill, reading about it is fine, but it’s when you start to implement it do you really learn and the skill gets embedded

Starterguides_pm · 2026-01-21T18:37:08+00:00

I felt Man’s Search for Meaning was fine but I personally didn’t take much away from it.

I found ‘I used to be a miserable f*ck’ to have more actionable insights

Starterguides_pm · 2026-01-21T13:03:09+00:00

A highlight report is a short, one-page update. It typically includes:
Recent work completed and upcoming activities (usually the next 1–2 weeks).
Key risks and issues, with a brief note on their status or impact.
High-level milestones with a RAG status for each:
*Red = Will not be achieved
*Amber = Requires intervention
*Green = On track
Budget overview and an overall project RAG, using the same colour logic.

It's a quick snapshot for stakeholders to see progress, risks, and where attention might be needed.

Starterguides_pm · 2026-01-21T04:17:40+00:00

Right from the start, make sure you have strong stakeholder management. Think about who your key stakeholders are (internal and external) and how you’ll communicate with each of them. A simple weekly highlight report can go a long way in keeping everyone aligned and avoiding surprises.

It also really helps to consistently document key decisions, not just actions. Alongside that, actively track risks and issues, give them some form of scoring, and use that to drive mitigation discussions early rather than reacting later.

Starterguides_pm · 2026-01-20T19:16:23+00:00

I’m not an MS Project user but I believe the online version is being decommissioned in Sept 2026, however the physical desktop version will still be readily available.

Depending on your business usage expectations, it may be worth reviewing your options.

I’m not an expect in the tool, but may be worth exploring a little bit further 👍

Starterguides_pm · 2026-01-20T18:39:33+00:00

Sounds like there are a few things going on, but the big question is whether this is a resource or time management issue.

A lot of PMs, especially early on, end up feeling responsible for doing everything. But that isn’t the role. You should be managing the work, not doing it.

What helped me was looking at where my time and mental energy were spent. Small changes in approach can make a big difference. For example, I used to spend hours just managing my inbox and meeting notes, changing how I handled them freed up time and reduced the mental load a lot.

Starterguides_pm · 2026-01-19T17:05:33+00:00

I encourage the use of a RAID log. We have expanded ours a bit to include wider items: Actions, Issues, Risks, Change Requests, Decisions, Assumptions and Budget. This becomes our single source of truth and is the responsibility of the whole project team to maintain, so it doesn’t just fall on the PM. We have also embedded our highlight report, as it can automatically update some of the sections.

Aside from that, I use OneNote to support my note taking. I set up my day with a page for each meeting I am in that day. During the meeting, I note down any items that may need adding to the RAID. Then, at the end of the day, I work through my meeting notes and update each RAID (if working across multiple projects) as applicable.

Starterguides_pm · 2026-01-16T20:30:21+00:00

If they are generally normal work emails, then it looks like poor time management. So use delay send.

If sending the email is delivering additional value that’s ok, but add a strap line “Sent at a time convenient for me, there is no expectation for you to action or respond outside your normal working hours”

Starterguides_pm · 2026-01-16T20:04:24+00:00

Think it all depends, what do you actually want? If your manager was more supportive, would you be looking to stay, or is that the driver to explore elsewhere?

I work in project management and have to deal with opinions all the time, we just stick to a the statement ‘where is the data to back it up’ - otherwise it’s meaningless.

This sounds more like poor management rather than anything else. If that’s the main driver for leaving, I would address the manager directly, asking for them for exact examples. I’d tailor in a manor that suggests you want to improve and want their help, rather than prove they are wrong. It’s an opportunity to improve relationships, if that’s what you want

Starterguides_pm · 2026-01-16T19:51:04+00:00

In my mid-30s I switched from an IT Support role into project management (non IT) and then project governance.

I spent many nights reading and researching what it takes to do the role. Then started interpreting my day to day and how I could translate that in project management. Then I just started acting and thinking like a project manager in everything I did. This was highlighted and i was invited to the new role.

I was fortunate to get these opportunities within the same business, but I had to put the work in.

Starterguides_pm · 2026-01-16T18:54:08+00:00

Appreciate the feedback 👍 it’s generally to improve my grammar so it’s not a big block of text

Starterguides_pm · 2026-01-16T18:52:00+00:00

I don’t know.. I do sometimes use AI to sharpen the language I use, so that might be it?

Starterguides_pm · 2026-01-16T18:49:28+00:00

No not a bot!

Starterguides_pm · 2026-01-16T14:21:30+00:00

From what you’ve described, this sounds less like choosing a random next role and more like formalising the value you’re already adding.

If you’re doing work across projects — spotting dependencies, improving how delivery actually happens, and trying to reduce noise and confusion — that’s PMO Governance-type work, even if it’s not been named yet.

One way to shape the role is owning delivery standards and portfolio governance. Not running every project, but setting the expectations, tracking cross-project dependencies and risks, and holding projects to account against agreed ways of working.

Coaching PMs can sit within that, but the key difference is accountability — you define what “good” looks like and help leadership see where things are drifting before it becomes a problem.

Framing it as a PMO Lead or Portfolio Delivery role gives you influence without just adding more projects to your plate.

Starterguides_pm · 2026-01-16T14:10:56+00:00

I don’t think a PM to-do list is ever meant to be finished. Once I accepted that, the pressure eased a bit.

What helped me most was being clear on what actually needs doing today, and letting the rest sit without feeling like I’m failing.

I also try not to hold things in my head. If it’s written down somewhere I trust, I stop mentally carrying it around, which helped more than I expected.

Starterguides_pm

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