Founded in March of 2008, Buona Notte LLC was built on a foundation of successfully delivering projects on time and budget for our clients. Our clients look to us for a higher level of service, and for that reason, we approach project management from a more holistic perspective than might typically be the case. Our delivery methodology is aligned with the Project Management Institute’s (PMI) framework. Our approach is product and subject matter agnostic, allowing our Project Management Services and consultants to plan and manage projects successfully regardless of environment, subject matter, application, or industry. Adhering to our detailed methodology is what ensures the coordination, communications and oversight needed to deliver projects on time, within budget, and with eye on quality.
What sets us apart from the others, is the fact that we know Project Management isn’t just about timelines and deliverables, it’s also about your firm’s profits, reputation, stability and growth. In today’s competitive business environment, companies must be able to deliver the benefits of successful projects in a more cost-effective manner. Our professionals know that your success is our success.
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What makes our people so effective?
Our project managers consistently deliver, on time and within budget, and meet or exceed stakeholders’ expectations. They understand that leadership and people skills are even more important to good project management than a sound methodology and project tracking tools. All our project managers’ posses these important traits:
Having Foresight - Good project managers are able to anticipate and head off problems that can jeopardize deadlines, budgets and user acceptance.
Having Organizational Skills – Having organization skills seems like an obvious characteristic of a good project manager, but it manifests itself in a variety of ways, including in an ability to stay focused on the big picture and to prioritize competing responsibilities.
Leadership – Project managers have to interact with and influence a variety of stakeholders including their project teams and project sponsors. Since many project team members don’t report directly to the project manager, the project manager has to find ways to motivate workers over whom they have no direct influence and who can make or break a project. Project managers also need to be able to inspire the confidence of stakeholders and sponsors in the event the budget or timeline needs to be renegotiated or additional resources are needed to complete the project.
They’re good communicators - Successful project managers effectively use e-mail, meetings and status reports to communicate their ideas, get decisions made and resolve problems, says Kondo. They also understand that they need to discuss their project in the context of whatever is most important to their audience, she adds.
They’re pragmatic - Sometimes project managers can be too analytical, says Kondo. “They analyze things to do death before they move ahead,” she notes, which slows progress on a project. Good project managers focus on getting work done with the resources available to them.
They’re empathetic - “Project managers rely on others to be successful,” says Kondo. She adds that project managers can’t effectively influence others if they don’t understand what motivates their stakeholders. They need to learn stakeholders’ concerns about a project, take those concerns seriously and address them.
