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10 Ways to Anger Your Project Manager

⏱️ 41:55 🎤 Eddie Campbell, Tyler Campbell
AUDIO EPISODE
10 Ways to Anger Your Project Manager
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Chapters

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  • 0:00
    Introduction & BurrProGear
    The hosts introduce the episode's topic and promote BurrProGear for team uniforms.
  • 0:37
    Irritations and Consideration
    Tyler and Eddie discuss personal pet peeves, leading into the core theme of consideration in professional interactions.
  • 6:16
    Project Manager Pet Peeves
    The hosts begin discussing a LinkedIn post asking for things that anger project managers in five words or less, sharing top comments.
  • 9:31
    Whiteboard Woes & 'Per' Emails
    Discussion on the horror of erased whiteboards and the passive-aggressive phrase 'as per my last email.'
  • 21:57
    Revision Nightmares & Scope Creep
    The hosts share experiences with excessive revisions and the dangers of unclear scope of work in contracts.
  • 32:08
    OSHA & Plan Discrepancies
    Humorous anecdotes about OSHA visits and the critical importance of using the most current plan revisions.
  • 42:24
    Gantt Charts, Field Fixes & Experience
    They discuss Gantt chart misspellings, the 'they'll work it out on site' mentality, and the double-edged sword of the 'I've been doing this for 40 years' statement.
  • 58:42
    Permit Problems & Crazy Confessions
    The hosts highlight the most egregious offense: unobtained permits, and invite listeners to share their own outrageous project confessions.
  • 1:18:44
    Meeting Efficiency & Respect
    The discussion shifts to the importance of efficient meetings, respecting participants' time, and the financial cost of unproductive gatherings.

Speakers

E
Eddie Campbell
Host
T
Tyler Campbell
Host

Key Takeaways

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Always take a picture of your whiteboard at the end of each day to prevent loss of critical project information.

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Address 'as per my last email' with a phone call to de-escalate tension and clarify misunderstandings immediately.

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Ensure your proposals are explicitly incorporated into your contracts to avoid scope disputes down the line.

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Prioritize using the most current plan revisions and consistently update revision marks to prevent costly errors and confusion.

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Avoid the phrase 'they'll work it out on site' and thoroughly plan solutions to prevent improvisation and potential rework.

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Be mindful of the 'I've been doing this for 40 years' mentality; respect experience, but also seek reasoned explanations and current best practices.

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If you're leading a meeting, consider the value of each attendee's time by getting those with minimal contributions in and out quickly.

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