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Taking the Watch (Monitoring and Controlling) • 139

COMMUNICATION
5. Pull and Push Information Intensively
5.1 Frequently and vigorously pull and push (ask for and provide)
information within and across functions and teams, including
all project stakeholders.
5.2 Employ multiple communication mediums; in particular, exten-
sive frequent face-to-face communication and modern informa-
tion technology.
5.3 Adopt a moving about mode of communication. (Moving about
helps you affect project performance by better understanding
what is going on and by influencing people’s behavior in a timely,
natural, and subtle way.)

Purchasing carbon offsets is an example of a Band-Aid. It can be used,
not as a substitute for reducing emissions, but as a measure with con-
tinuing efforts to reduce carbon emissions.

Band-aid

Stop the bleeding! The least desirable solution to any project issue is first
aid. The reason is that this solution is meant to be a stopgap, temporary,
sometimes called a work-around. It is not meant to be a permanent solu-
tion that goes to the heart of the matter. However, once these “fixes” are
in place and the bleeding has stopped, unless there is a conscious effort to
return to the scene of the crime, these fixes will remain until they break
again. Rather than using this strategy, it is better to take the time to fix it
right. Inevitably these temporary measures will fail in the future. A warn-
ing about the project’s greenality—it is even easier to ignore the perma-
nent solution and let the temporary solution stand, because there will be
few stakeholders who will have the same urgency about greenality issues
as the green project manager and project team.

a Case for earned value
How “DONE” are we?

• Let’s say you have a task in a project that involves modifying the
boilers in 10 production facilities to make them more energy