This is the third in a series reviewing Bill Swanson's 25 tips. Bill Swanson part one and Bill Swanson part two were published previously.

11. Confirm your instructions and the commitments of others in writing. Don't assume it will get done!

• This covers a whole range of IT project management tasks from the mundane to the specialized. It could be something as simple as taking notes on update conference calls to creating a very detailed project plan. One tip to remember, the person that controls the documentation of the project controls the perceptions.

12. Don't be timid; speak up. Express yourself, and promote your ideas.

• Very true. Remember, when you're expressing yourself to choose the right tone and time. If you're meeting face to face non-verbals will play a roll, but on conference calls the emotion in your voice and the pace of your delivery matter most. Also, be sure that your choosing the right forum. A meeting with the CEO isn't a time to bring up ideas or solutions in a negative manner.

13. Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get it done.

• I think Bill Swanson is throwing the old gotcha into this one, but don't be afraid. Know your business and advance your ideas, so that you'll be prepared to be tapped for the project. Expect to get the project and you will.

14. Strive for brevity and clarity in oral and written reports.

• Why is being tight with your presentation of information important? Time and audience. In our world, no one has time to read a complete report on a topic, so boil it down and allow your audience to read it with the option for more information. In larger organizations, your reports will be passed up the management chain. In this case, you don't want the CIO to have to wade through superfluous information.

15. Be extremely careful of the accuracy of your statements.

• This is critical in IT project management as people will hold you accountable. Typically, IT is the grease that makes a project work, so your customers will take you at your word. Don't fudge the numbers or timetables. Include them in the process for planning and you'll be covered. This is especially true when dealing with financial and ethical matters.