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The Ethical Minefield of Social Media

by Andy Jordan

With social media becoming an increasingly important part of a project manager’s world, what are the ethical considerations they must bear in mind?

What the Stakeholders Really Need

by Pedro Giovani Zanetti, PMP

Active and honest communication targeted to relevant stakeholders will foster alignment and help meet expectations to achieve project objectives. This article outlines key steps for strengthening the relationship between the project manager and the project participants.

Project Status: Reporting the Truth

by Kenneth Darter, PMP

There are some project managers who will set high expectations or low expectations strategically depending upon their stakeholders. In reporting project status, as in all things, the truth will serve you best.

The Big Change Management Lie

by Braden Kelley

The idea that people always resist change is a lie, and it is extremely damaging to organizations seeking to increase their organizational agility. The truth is that people only resist changes that they either do not understand or for which they do not interpret there to be benefits great enough to offset the costs of their participation.

Beware of Assumptions!

by Lee Grinberg

Assumptions are some of the biggest culprits in scope creep, misunderstandings and successful projects being declared failures. This article will provide examples of each--and ways to take the assumptions out of the picture and make your project a success.

Internal Blog: Knowledge and Communication in One Package

by Mike Donoghue

An internal blog can be brief, searchable and accessed when people are not available. The ability to exchange with those who are in other departments and get voluntary assistance makes it a valuable tool that improves productivity. But is it appropriate for you and your associates?

A Command Performance

by Kevin Coleman

With the increased oversight on programs and projects of strategic importance, program and project managers find themselves being invited for command performances before the boards of directors. This article provides some advice for when you find yourself in this position.

The Importance of Listening

by Syed Moiz

By not listening, you are putting your company’s reputation, customer satisfaction, the project’s purpose and the cost of completing the project at risk. Here we highlight the importance of listening and why PMs must develop this skill.

The Power of Project Managers Through Positive Intelligence

by Anu Gupta

How does a project manager increase the results of their project without touching the triple constraints (budget, schedule, and scope)? Studies indicate that a leader with a high positive intelligence quotient (PQ) can drive an increase in the performance of the team by 30 percent. Learn how to achieve the PQ lift by practicing intentional activities.

Micromanagement: A Trip to Failure

by Rami Kaibni

People often get confused about what micromanagement really is and how they can conclude whether they (or others) are guilty of it. No one likes to be micromanaged, so let’s take a look at some symptoms and solutions…

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

by Interthink

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

PREMIUM deliverable
by Interthink

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

PREMIUM deliverable
by Interthink

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.

Improving Productivity on Projects

by Rami Kaibni

Maintaining a productive team and ending up with productive results can be complicated. Here are some of the means and methods to help you maintain productivity throughout the project lifecycle.

Impacting Your Teams

by Kenneth Darter, PMP

Projects would not happen without teams of people working on them. Project managers have the opportunity to go beyond managing projects and create positive impacts for those people. Are you going the extra mile?

Keeping Competition Healthy

by Andy Jordan

Not everyone can be assigned to the exciting, high-profile projects--and that can cause some frustration and animosity. How do organizations ensure project team competitiveness remains healthy?

Development Saved is Development Earned

by Tony Weaver

When people think of development, they normally think about learning new skills, building relationships, working on stretch assignments and other tasks. But equally as important to our development are “penny saved” techniques--those little things we do that undermine our own development. Conquer these behaviors and you will save your developmental penny...

Be the Change

by Kenneth Darter, PMP

If you look carefully, you will see things that are wrong all around you--from the office to the city to the world. But what can a project manager do to enact change and make things better? Here’s a hint: start small.

Topic Teasers Vol. 68: Living Through Overload

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

Question: I’m not really a complainer, but I think I’ve reached that tipping point of overload where I can’t make it through no matter how hard I work or how many hours I spend. How do I get through this situation without looking like I can’t handle the projects assigned to me?
A. If you complain, even though you have every right to do so, management will consider you a person who cannot step up to a challenging environment and your chances for promotions will be diminished. Don’t say a word.
B. We all have a point where it becomes impossible to do all the work that needs to be done. Admit defeat to yourself, then find a way to offload some logical things and plan how you will keep from getting here again.
C. Ask your team to each take on 90 more minutes of work per day. While they may put in some unpaid overtime, the feeling of satisfaction in doing something extra toward the success of the project can actually have a positive impact on your future work together.
D. Prepare statistics to show your boss that you need to add one or two new people to the team if you are to meet the deadlines he or she has set. There comes a point where an understaffed team must reach out for new blood to be successful.
Pick your answer then Test Your Knowledge!

Elevator Pitch for Project Management (Part 2)

by Alain Soulie

Looking for high-impact statements when you only have 30 seconds to demonstrate the value of project management--and present yourself in the best possible light? What would your elevator pitch be? In our concluding installment, we look at examples of a project manager’s value pitch.


"If only God would give me some clear sign! Like making a large deposit in my name at a Swiss bank."

- Woody Allen