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The ‘Perfect’ Professional Services PM

by Andy Jordan

Does a project manager responsible for client-facing initiatives need a different set of skills from other PMs? And if so, what are those differences? What makes a good professional services project manager?

The Executive Status Report

by Tom L. Barnett, PMP

How should you craft a status report for the senior executive? You can increase the impact your message can have with the senior executive team by being sincere, being brief and making it count.

The Dangers of the Executive Commitment

by Andy Jordan

Cause and effect at the executive level can cost millions, but prevention is cheap! How can we prevent executives from making unrealistic promises--ones that can come back to harm everyone?

Making PM Make Sense in the Boardroom

by Mark Mullaly, PMP

If there is one thing almost guaranteed to make a project manager cringe, it's the idea of having to give a presentation to the executive or board of their organization. What is an executive-level audience looking for from its presentations, and how can you develop and deliver an effective presentation with confidence and credibility?

Being a Great Sponsor

by Michelle Stronach

Being a sponsor is a role, not a position--and with the role comes responsibility. How do you ensure optimal success for the project? How do you go from being a good sponsor to a great sponsor?

Excuses, Excuses! Managing the 'Yeah, but...' PM

by Andy Jordan

There will always be a reason why some team members just don’t believe it’s possible to give you the information you need in the way that you need it. So how do we deal with the "everything’s an exception" belief without damaging the relationships within the team?

Tips to Impress the Risk Executive

by Joe Wynne

Your ability to properly anticipate risk executives’ needs and involve them into the management of your projects will set you apart from those who do not have this ability. These tips covering justification, communication, vendor selection and more will help you build this important skill.

4 Ways Neuroscience Can Enhance Project Management

by Andrew Filev

As project managers, we need to pay attention to disengaged employees. We should know why it’s happening and learn how we can re-engage our teams. This is where neuroscience becomes a valuable resource. Here are four suggestions on how neuroscience can help improve your project management.

Four Lessons CPOs Can Learn From

by Michael Wood

If you are new to the CPO position or just reaching for success, the guidance in this article will help. What are the most important lessons one seasoned C-level executive has learned along the way that might help other CPOs enjoy a rewarding and tenured career? Although many lessons come to his mind, four stand out--and they're universally applicable no matter what your position is.

Executive Disconnect?

by Andy Jordan

Why is there so often a communications chasm between project managers and executives in so many organizations? It’s all too common, yet no one ever seems to be able to solve the problem.

Motivational Action Plan

PREMIUM deliverable

If you're having trouble with your team, this might be a good time to check in on their motivation and take some positive action. Here's a plan to get everyone back on the right track.

Project HEADWAY Project Issues Log

PREMIUM deliverable

On projects where you have more than a handful of issues, it is helpful to have a log that you can use to easily track and understand the status of an each one. The log keeps issues at a very high-level while the details are left to the project issue identification form. Project Issue logs are often used on medium to larger projects.

Project HEADWAY Project Team Status Report

deliverable

On many projects, each team is required to submit a status report indicating their progress on their portion of the project. The report ensures the key information required by the project manager is captured from each team in a consistent and complete fashion.

Employee Feedback Planner

PREMIUM deliverable

Use this form to prepare and organize more useful feedback for team members and other people involved in your team.

Project HEADWAY Communications Plan

deliverable

This template allows the project manager to fully understand the communication needs of stakeholders on the project. Stakeholders expectations and requirements can be documented ensuring there is a clear understanding of the why, when, how and what of the project’s communications.

Presenting the Project Roadmap

by Kenneth Darter, PMP

The executives of an organization are not interested in the details of a project, but they do want to know what the roadmap is for the project. How are you going to present that to them? Keep these four tips in mind.

Presenting Portfolio Status

by Kenneth Darter, PMP

Presenting the status on an entire portfolio can be very different than the status on one project or program. The portfolio manager must learn to condense and tailor the message for the audience.

Managing Lazy

by Andy Jordan

When you have a resource who doesn’t want to make the effort, what do you do? Being able to turn the behavior around might be harder than letting someone go, but it is also much more satisfying--and most importantly, it is better for the individual involved.

Power to the People: How We Guide the Direction of Technology

by Mike Donoghue

The environments created in communities, those in business and other forms, are affected by the dynamic relationships created in their respective “infrastructures” of contributing members, like employees and customers. As a result, individuals are responsible for developing the evolving standards that ultimately define how technology is used and how organizations act.

From Turkeys to Agile Eagles

by Michael Aucoin

While there is almost unanimous agreement on the importance of teams, the vast majority of people don’t like to belong to them. This raises a loud warning for you and your agile team, one you must address proactively, because an agile project succeeds or fails on the health of the team. Maybe the GCCR Plan can give your team members wings that fly.

Topic Teasers Vol. 30: Changing Agile Attitudes

by Barbee Davis, MA, PHR, PMP, PMI-ACP

Question: My agile team does okay with the new structure of how we do things, but it seems like we’ve just replaced one set of rules with another. How can I get them to change the way they think about things, not just follow the new processes? I understand that is the underlying key to agile success?
A. Management does not care what team members believe as long as they turn around work more quickly than they did in the past. Leave people to think what they will.
B. In addition to the team rules and the agile methodology process rules, tell people each day what they are to think about the work they do and how they should view others.
C. You can’t mandate change. You can only find a fun way to demonstrate and remind people on the team about the premises of agile philosophy.
D. If your team won’t quickly adjust to knowing and following the agile philosophies, this approach to doing projects will fail. Return to traditional project management practices.
Pick your answer then Test Your Knowledge!

CRM = Customers Really Matter

by Rob Saxon

Rigor in process around project management is not enough to stay professionally relevant. In fact, the nature of our work is such that process may not need to be our primary focus. One PM shares how certain situations can inform us about when process should be emphasized and when relationships should matter more.

Opening Day PM: How to Start on a New Project

by Mike Donoghue

Starting a project is difficult. It's important as a PM to establish who you are as a person in the beginning, particularly with respect to how you will treat the project work and the individuals who will be involved in the process.

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"Critics can't even make music by rubbing their back legs together."

- Mel Brooks

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