Want to be a Better Project Manager? Use These 7 Charts to Improve Your Outcomes
Strong leadership starts with strong frameworks. Here’s how to use them.
👋 Hey, Kyle here! Welcome to The Influential Project Manager, a weekly newsletter covering the essentials of successful project leadership.
Today’s Overview:
Most project managers feel trapped in a cycle of chaos—tight deadlines, shifting priorities, and constant firefighting. No matter how hard you work, projects still feel out of control.
The issue isn’t effort—it’s the lack of proven frameworks. Without structured systems, managers stay reactive instead of leading with confidence.
This article breaks down seven powerful charts that top project managers use to stay ahead. Learn how to take control of planning, priorities, constraints, communication, change, stakeholders, and teamwork—so your projects run smoothly, and your team thrives.
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📊 Want to be a Better Project Manager? Use These 7 Charts to Improve Your Outcomes
Filed under: Project Management, Frameworks & Tools
When I think back to my first major project in 2013, I still cringe.
It was a disaster - no organization, constant miscommunication, moving targets, unhappy stakeholders, and a team on the verge of burnout. The entire process felt chaotic and broken.
“Is this normal?” I asked a senior colleague one morning over coffee, hoping for reassurance that I was just inexperienced. “Welcome to project management,” he laughed. “I’ve been on six projects like this in the last decade. It’s just how things go.”
I didn't want to believe him, so I started digging into industry data. What I found stopped me cold:
70% of major projects fail to meet schedule, cost, and benefit targets.
A study of $750 billion worth of projects revealed widespread inefficiencies.
Burnout, delays, and cost overruns weren’t exceptions—they were the norm.
That realization shook me. If this was "normal," something had to change.
To run successful projects, we need more than just schedules and budgets. We need better systems, clearer decision-making, and frameworks that actually work.
This article shares seven powerful charts that transformed how I lead projects. Each one is valuable on its own, but together, they form a complete toolkit for success.
I was also struck by a project manager who had just wrapped up a multi-million-dollar infrastructure project. When I asked if he was proud of delivering it, his response was sobering: His team was burned out, key stakeholders were frustrated, and they'd blown their budget by 40%. "We got it done," he said, "but it was painful."
That hit me hard.
My point? Stop chasing the wrong success metrics. Instead, let me share these seven frameworks—along with the tools and exercises—that will help you build a better, smarter approach to project delivery.
1. Early Impact: The MacLeamy Curve
How much influence do you really have over your project's outcome?
The MacLeamy Curve demonstrates that your ability to influence a project's success is highest in the early stages—when changes are least expensive—and declines rapidly as the project progresses. The later adjustments are made, the more costly and disruptive they become. To assess your current approach to early project planning, rate yourself on a scale from 0 to 4 for each statement:
0 = Strongly Disagree | 1 = Disagree | 2 = Neutral | 3 = Agree | 4 = Strongly Agree
I consistently engage stakeholders early when their input has the most impact.
I have a clear understanding of project requirements and constraints before detailed planning begins.
I follow the 1/3 to 2/3 planning-to-execution ratio (e.g., if a project lasts 20 months, I dedicate 10 months to planning).
I proactively identify and mitigate risks during the conceptual phase.
I rarely make major changes during construction or implementation phases.
I invest adequate time and resources in upfront planning and design optimization.
The higher your total, the better you are at leveraging your early influence to drive project success. Research shows that projects with strong early-phase engagement experience 25% fewer changes during execution and significantly better cost performance.
To increase your early-phase effectiveness, try this: Prioritize critical decisions when they have the most impact. Develop a detailed, well-tested plan as early as possible. The MacLeamy Curve makes it clear: The cost of changes skyrockets as a project progresses, while your ability to influence outcomes plummets. Shift key decisions earlier in the project lifecycle to set yourself up for success.
2. Priority Management: The Eisenhower Matrix
How do you decide what truly needs your attention right now?
The Eisenhower Matrix reshaped how I manage time and competing project demands. Named after President Dwight D. Eisenhower, who said "What is important is seldom urgent, and what is urgent is seldom important," this framework has helped me escape the trap of constant firefighting that plagues so many project managers.
Rate your priority management approach from 0 to 4:
I have a deep awareness of the finite, impermanent nature of my time and its importance as my most precious asset.
I have a clear focus on the two or three most important priorities in my projects.
I can consistently distinguish between urgent and important tasks.
I dedicate focused time to important, non-urgent planning and risk management.
I effectively delegate urgent but less important tasks.
I routinely eliminate non-urgent, non-important activities.
I maintain control of my calendar and priorities.
To improve your priority management, try this: For one week, plot every request you receive on the Eisenhower Matrix using two criteria: important/not important and urgent/not urgent. Then take action accordingly:
Important and Urgent (Do): Critical issues like client deadlines or immediate risks. Handle these immediately, but analyze why they became urgent to prevent future crises.
Important and Not Urgent (Schedule): Strategic planning, team development, and risk management. Block dedicated time for these activities - they prevent future fires and create long term value.
Not Important and Urgent (Delegate): Administrative tasks and routine reports. Build systems and develop team members to handle these efficiently.
Not Important and Not Urgent (Eliminate): Unnecessary meetings, redundant documentation, low-value activities. Be ruthless in eliminating these time-wasters.
My analysis shows that high-performing project managers spend 60% or more of their time on important but not urgent activities—strategic work that prevents future problems. Struggling project managers, however, remain stuck in the urgent quadrants, constantly reacting instead of leading.
3. Bottlenecks: The Theory of Constraints Five Steps
What's really holding your project back?
The Theory of Constraints (TOC) provides a systematic way to identify and manage bottlenecks that limit project performance. This framework has helped me improve project delivery by following five key steps:
Identify the current constraint limiting project performance.
Exploit the constraint by maximizing its efficiency.
Subordinate other activities to support the constraint.
Elevate the constraint through additional resources or changes.
Return to step one, knowing that new constraints will emerge.
To gauge your focus on flow, rate these statements from 0 to 4:
I can clearly identify the current bottleneck in my project.
I have a system and tools in place to identify, review, and manage constraints.
I align all project activities to support the critical constraint.
I maintain a buffer to protect the constraint from disruption.
I regularly reassess and address new constraints as they emerge.
To improve your constraint management, try this: Create a constraint analysis board with your team. List potential bottlenecks, rate their impact, and develop specific actions for each TOC step. Review and update this board weekly to keep your team focused on the true barriers to speed and progress.
4. Communication: The Minto Pyramid Principle
How effectively do your messages drive action?
The Minto Pyramid Principle completely changed how I communicate on projects. Developed by Barbara Minto at McKinsey, this framework ensures key messages comes first, followed by supporting arguments and evidence. It has improved everything from my status reports and e-mails to meetings and presentations—making communication clearer, more structured, and more actionable.
Rate your communication effectiveness from 0 to 4:
I lead with key conclusions before providing supporting details.
I organize related ideas to maintain logical flow.
I support my points with relevant data and evidence.
I tailor my communication style to different stakeholder groups.
I ensure every message has a clear call to action.
I understand that people are busy and want results, so I always lead with the answer.
To make your communication more clear and efficient, structure it using the pyramid principle:
Lead with the Answer: People have limited attention. Start with the key message or recommendation. What do you need your audience to know or do?
Group Supporting Arguments: Provide two to four key reasons that reinforce your message. Why should they believe you?
Back with Evidence: For each supporting argument, include relevant data, examples, or insights. What proves your point?
Projects that apply structured communication methods like the Minto Pyramid experience 40% fewer misunderstandings and significantly higher stakeholder satisfaction. Clarity and structure are the foundation of effective leadership—make them a priority in every message you send.
5. Change Management: The Kübler-Ross Change Curve
How effectively do you guide your team through change?
The Change Curve shows us that resistance to change follows a predictable pattern—starting with denial, moving through anger and uncertainty, and eventually reaching acceptance and commitment. Understanding this progression has improved how I manage everything from scope changes and new technologies to shifts in new procedures.
Rate your change management capability from 0 (strongly disagree) to 4 (strongly agree) on the following:
I recognize and plan for the emotional impact of project changes.
I communicate changes early and often to all stakeholders.
I provide support and resources to help teams adapt.
I celebrate small wins to build momentum during transitions.
I proactively track and address signs of resistance.
To better guide your team through change, try this: Map your stakeholders along the change curve during major transitions. Identify where each person or group falls on the journey from denial to commitment. Then develop targeted strategies for each stage: more communication during denial, additional support during depression, and recognition during acceptance.
6. Stakeholder Engagement: The Power/Interest Grid
Who really determines your project's success?
The Power/Interest Grid is a game-changer for managing project relationships. By mapping stakeholders based on their power to influence outcomes and their interest in the project, you can develop targeted engagement strategies to ensure alignment and support.
Rate your stakeholder management effectiveness from 0 (strongly disagree) to 4 (strongly agree) on the following:
I maintain an up-to-date stakeholder map that reflects current dynamics.
I have clear engagement strategies tailored to different stakeholder categories.
I actively manage relationships with high-power stakeholders.
I ensure that interested parties remain informed and involved.
I monitor and respond to changes in stakeholder influence and priorities.
To strengthen stakeholder relationships, create a dynamic stakeholder map that tracks both current and desired positions. For each key stakeholder, determine:
High Power, High Interest: Engage closely, involve them in decision-making, and keep them informed.
High Power, Low Interest: Keep them satisfied with periodic updates but avoid unnecessary demands on their time.
Low Power, High Interest: Keep them informed and involved to leverage their support.
Low Power, Low Interest: Monitor their position but avoid over-investing time and resources.
7. Team Development: The Tuckman Model
Are you building a high-performing team or just managing a group?
High-performing teams don’t just happen. Most go through multiple stages to get there. The Tuckman Model (Forming, Storming, Norming, Performing) is a framework for understanding and guiding team development. This insight has completely changed how I lead teams, especially during critical project phases.
Evaluate your team development approach from 0 (strongly disagree) to 4 (strongly agree) on the following:
I recognize and adapt my leadership style to match the team's development stage.
I create psychological safety during the storming phase to encourage open dialogue.
I establish clear norms and expectations to promote team cohesion.
I delegate effectively once the team reaches the performing stage.
I provide ongoing support and feedback to sustain high performance.
To accelerate team development, try this: Create a team charter that outlines how you'll support the team through each stage. Include specific actions, behaviors, and milestones that signal progression to the next level.
Forming: Set clear goals, define roles, and build trust.
Storming: Address conflicts openly and establish effective communication.
Norming: Reinforce collaboration, streamline processes, and set performance standards.
Performing: Empower the team, delegate effectively, and maintain momentum.
Occasionally, setbacks will throw your team back into earlier phases. That’s normal. What’s important is to guide your team through each stage until they reach peak performance. The goal? Build a team so strong you don’t know how the boss is.
TL/DR: Use a Project Razor
If you want one tactic to ease decision-making and "cut through" unnecessary complexity across your projects, try what I call a Project Razor. It’s simple. Just fill in the blank in this sentence:
“I am the type of project manager who __________.”
My own project razor: "I am the type of project manager who turns chaos into clarity, influences people, and delivers results that last."
When making difficult decisions, I ask myself:
"What would a project manager who thrives under pressure, anticipates challenges, and creates lasting value do here?"
This type of PM is fully engaged, highly organized, and and deeply committed to delivering results. They respect their team, communicate clearly, and plan with precision. They anticipate risks and hold everyone accountable. Most importantly, they stay true to their principles—never sacrificing integrity or long-term success for short-term gains. This mindset allows me to navigate trade-offs, adjust when needed, and confidently move projects forward.
After realizing how often projects fail, I applied the Project Razor, these frameworks, and other key lessons to rethink my approach. Now, my teams consistently deliver better projects, grow professionally, and enjoy the process more.
This is what real project leadership looks like.
Challenge: Fill in your own Project Razor in the comments below.
Until next week,
Kyle Nitchen
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Geez, Kyle, another home run. No…a Grand Slam!
I agree with Alex, great summary. I shared this with a colleague of mine and pointed out the graph in bullet 1. I don’t think I have seen this before. Thank you for sharing.