We've all been in this situation: the project is falling behind schedule. Project team members come to you expecting answers. Vendors are late. There are numerous bugs in your code. How do you handle the situation? You need the ability to solve problems creatively. In this webinar, you will learn how to use mental models from multiple fields to solve problems faster.
When you are assigned to a project during its infancy, it is easy to get the project to follow the lines you lay out. You are there at the beginning and you have a good commanding view of the landscape. But what should you do when you inherit an existing project that is already in trouble? Finding the missing elements will help recover your project.
What is beyond the certification? This taboo subject and its associated paths to success will be visited during this informative and fun webinar. If you’re a seasoned practitioner or new to the profession, you’ll hear nuggets of gold that your manager may not have had the time to share with you during your last one-on-one coaching session.
Collaboration has become a vital tool in modern project execution, but not all organizations know how to ensure it happens in the right way. How do we foster effective collaboration while still ensuring our teams and individual team members are accountable for delivering on time, scope and budget?
Stats don’t show a gleeful picture of the software industry. So what’s the main problem? Are we relying too much on management tools, or are we not able to apply book knowledge into practical scenarios? Are we becoming modern-day zombies who are managing projects as machines without applying people management skills? Here are some proven mantras for successful project managers.
It is critical that business leaders have the ability and courage to mitigate risk up front and actively monitor and act on project risks and performance as early warning signs materialize. Here we look at a framework to help business and project leaders actively, transparently and honestly monitor risk and issues through the entire project lifecycle.
Every project has its own share of organizational politics. As a project manager, you have to be aligned with organizational goals. Manage stakeholder expectations and relationships in an agile manner in order to stay on top of the game and make sure that your team performs at the highest possible level.
The aspirational standards of the “PMI Code of Ethics” provide practitioners with the “what” of professional and socially responsible conduct. Applying Forni’s Choosing Civility: The Twenty-Five Rules of Considerate Conduct can enhance the “PMI Code of Ethics” with specific actions and behavior and support more effective management of project management processes, especially communications. The discussions that may result can further benefit project managers and their teams.
When the going gets tough in project risk management, you have to get tough with your tactics. Get the key participants you need in the session through proactive invitee management. Get the risks identified during the session by using pre-selected, mentally stimulating terms and phrases.
Since projects are more risky by nature than operational work, it's important to know which course of action to take when something goes wrong. In this article, the author outlines seven steps that you should follow.
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.
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.
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.
Building information modeling (BIM) has grown tremendously in just a few years. Meanwhile, factors are pushing the construction world to innovate opportunities for improving efficiency and productivity. In this scenario in any project, the project manager has the overall responsibility for project success.
Communication is the medium through which one articulates vision, strategy, change and feedback. It is most critical for leaders to have effective communication skills as they are the ones delivering important strategy and vision. If they fail to articulate that effectively, it could lead to unintended consequences.
Question: We recently developed new accounting software for internal use to create invoices. Due to interest in tracking benefits realization and also capturing customer reactions to evaluate our success, my project team has been asked to stay on and address any issues for six months. One of the sales representatives gives special discounts and terms but fails to enter them into the new system for billing, and the angry customers call my team. I’ve told his manager, but the behavior continues. It makes the process improvement statistics for our software look bad and is costing us money. What can I do?
If talking with the sales representative’s manager didn’t work, talk to the manager’s manager. This sales person should be fired.
Take the salesperson to lunch. See if there is anything bothering him. Try to help him solve any work-related or personal issues, so that he can focus more on entering the correct data for billing.
Alert the representative by e-mail when the invoices will be sent out for two months. Give him a deadline to enter any unique terms not covered by the default pricing tables in the software. Copy his manager.
Prepare a second training class on how to operate the new software and schedule all of the employees in the organization who use the software to attend. If one person isn’t using it correctly, perhaps there are more.
Sometimes the temptation to work on an exciting project—and other times the pressure from the business executives to get the business—leads to agreement on unrealistic expectations. This article discusses the mistake of agreeing to unrealistic timelines and suggests a few ways on how this can be avoided—and the project kept under reasonable control.
Failure to learn from mistakes--and from each other--can cost organizations dearly. Learning and adapting are hallmarks of good project management and of functioning organizations. Making mistakes is not a problem--it's how we learn.
While we all generally know what a pitfall is in the business world and understand that they should be avoided, the most obvious traps are still sometimes the ones we fall into—especially when managing projects with dozens of competing priorities that distract us and take our eyes off the trail ahead. This two-part article series identifies the top 10 reasons projects fail and focuses on how to avoid these common project management pitfalls.
We always give a great deal of attention to project communications with senior management, customers and sponsors. But in order to make the project and all of these stakeholders successful, the project manager needs to diligently nurture one more channel: project communications to and from project team members.
The wise project manager knows how to use the right tools in the right way to communicate to different groups. When using a web share to present and document information, there are some important do's and don’ts to be aware of to ensure success.
"I've always believed in the adage that the secret of eternal youth is arrested development."