Top Influencers

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Upcoming Webinars

Influence and Lateral Leadership Across Cultures

Jun 3, 2015 12:00 PM EDT (UTC-4)
PREMIUM webinar

Modern leaders and managers increasingly recognize the importance of being able to influence people over whom they don’t have formal authority. Because authority is becoming an ambiguous concept, contemporary leaders can no longer simply tell others what to do, particularly when facing common issues such as: - Working across departments in a matrix and flat structure, where authority and responsibility are unclear. - Working across cultures in multi-site or multinational organizations. - Managing projects across national boundaries. - Managing cross-functional and cross-cultural teams located in different countries. - Trying to get ideas accepted upward and across organizations.

On-demand Webinars

Managing Stakeholders as Clients

PREMIUM on-demand webinar

This webinar is based on the book "Managing Stakeholders as Clients", published by Project Management Institute. The author, Mario Trentim, was the recipient of the PMIEF 2014 Harold Kerzner Award for his contributions to the project management profession. Participants will master tools and techniques to involve and engage project stakeholders in a very practical and dynamic way through plenty of real-world examples and stories.

How to implement IT change projects successfully and gain team engagement

PREMIUM on-demand webinar

The technology sector is the fastest changing sector globally. With so many changes succeeding one another in organizations, it is important for project managers to engage people to make the transformation successful. Change already defies people, so it can be a challenge to engage people for transformation projects from start until delivery.

See all Human Resource Project Management On-demand webinars

Learn From Others

What's Your Motivation? How Management Can Motivate Employees

by Mike Donoghue

Even in workplaces where organizations work hard to reduce the mistreatment of employees and decrease abuse of power, there are still a number of methods utilized that apply negative forces to achieve results. Read how three general concepts influence behavior with regard to personal fulfillment.

Business Demands and Project Managers’ Skills: A Quest for the Right Fit

by Enrique Sevilla

This article describes an approach to answer a recurring question from upper level management: Do we have the right people managing our projects? It provides a systematic tool to determine whether there is a good fit between business needs and the project managers’ skill profiles. The resulting action plan may provide the required starting point to improve the efficiency of the project management workforce.

Throughput Yield of Staffing for IDIQ Task Order Contracts

by Mark E. Salesky

Commonly released with little or no advance notice, task order contracts are notoriously difficult to staff. The author’s “Progressive Staffing Implementation” pushes the recruiting process far earlier than the announcement of an individual task order and uses Six Sigma techniques to provide planning guidance for the throughput recruiting needed for successful staffing.

Finding The Competitive Edge: Bucking Mediocrity Amidst Economic Turbulence

by Sarah Fister Gale

No matter their sector or location, organizations face a highly complex business environment that demands innovation and the agility to respond to shifting global priorities. As a result, in today's complex global environment, the organizations that thrive are the ones that value project management. This article reports the results of PMI's 2013 Pulse of the Profession--the annual global benchmark research report for organization project and program management.

The Pigman Principle: Why Rational Leaders Make Irrational Decisions

by James Provis

Six factors: power, ignorance, greed, momentum, appearance, and necessity define the ‘Pigman Principle,’ and often result in irrational decisions being made by otherwise rational leaders. The author explains how to identify which factors influence your project’s sponsors and how to leverage these factors to manage your interactions and communications with sponsors more effectively.

Power to the People Skills

by Rachel Zupek Farrell

While delivering projects on time, scope and budget are key parts of every project, success ultimately comes down to the right people doing the work. This article discusses how organizations can gauge people skills and identify red flags in potential job candidates during the hiring process. In doing so, it reports the results of the 2012 Workplace Issues Report--conducted by Six Seconds--showing that those who use emotional intelligence as a basis for leadership outperform their peers by 32 percent in leadership effectiveness and development. It notes how technical skills are easier to determine during an interview than soft skills. Before identifying which skills to target in an interview, you must first define the high-performing project manager for your particular organization. Once you know the skills you're targeting, you can identify the right questions to ask in an interview. It then lists five questions that can be used during an interview with a potential project professional to determine if he or she possesses the people skills you seek. The article then identifies warning signs that may be observed in potential candidates. It notes that warning signs of subpar communication skills can be detected by paying attention to body language, voice and tone. Accompanying the article is a sidebar discussing the value of people skills.

Take The Guesswork Out Of Peformance Assessments

by David Whitemeyer

Replacing a team member can be a difficult and time-consuming process, from sifting through endless resumes to conducting interviews to on-boarding the new person. By effectively conducting formal reviews, supplanted by informal evaluations, project managers can address team members' weaknesses, reward their good work, set future goals and implement an improvement plan, thus rendering the replacement of a team member less likely. This article explores ways to take the guesswork out of three evaluation conundrums when it comes to assessing team members' performance. In doing so, it reports the results of a 2011 study--conducted by Harris Interactive--showing that organizations risk 250 percent of an employee's salary in turnover costs because of poor performance management processes, including performance reviews. It then identifies three challenges that come up frequently during the review process and provides a solution for each challenge. Accompanying the article are two sidebars: The first sidebar lists three questions for every review; the second sidebar details the perfect type of review.

Lifelong Lessons: What Did Your Most Effective Mentor Teach You?

by PM Network Staff

Recently, organizations large and small alike have established formal systems of mentoring. These programs are designed to strengthen the work force and integrate new employees quickly. This article features four project professionals discussing what their most effective mentors taught them. It explains how one mentor used a delegation/support/appreciation/trust technique. The importance of critical thinking skills and analysis are also overviewed. The role of stakeholders and project management in mentoring are explored.

The Real Work of Project Management: Improving Information Technology Project Success Rates

by Richard Bernheim

Studies indicate that 80% of information technology project challenges are caused by people challenges. The author believes that project success rates would significantly improve if greater attention was paid by all project managers to the human side of project management. The article provides a framework for understanding personality traits and explains the need for continuous improvement of “soft” skills.


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