Process > Performance Review

The annual review is not going to go away, but good or bad performance needs to be recognized in real time, immediately and consistently.

An effective contingent work team can be procured more easily when you get involved in development of the SOW. Your non-involvement may result in a costly Emergency Executive Intervention.

It's the most important meal of the day--timely and relevant feedback to your project team members. Don't rely on annual reviews to do the job. You need to keep feedback flowing throughout your project.

Wondering if it's time to scrap the performance review charade? Don't throw the proverbial baby out with the bath water just yet. Here are eight ways to overhaul your employee evaluation system — and transform your culture in the process.

As the year draws to an end, it’s a good time for self-examination, professional and personally. For project managers, it’s important to conduct an honest assessment of your leadership and communications performance this past year — and identify opportunities for improvement in the coming year.

Using extreme PM tips and techniques will only be successful if you know how to effectively and consistently manage the human element. This is particularly difficult when dealing with creative types. The key ingredient of software development leadership success can be represented as a balance of planning, process and people leadership in order to produce quality products.

While a few project circumstances deserve special treatment, most don’t. Your workload is large enough and you don’t want team members manipulating data for a “one-off” report unless it’s absolutely necessary. Here are five ways to limit--or even eliminate--special reports.

There’s no patented formula for creating the right PM practice. But here are five steps that your organization can take to improve on what it has (or had) and hopefully rise from the ashes with something that will work better than the last iteration.

Although many organizations are adequately capturing lessons learned, they often struggle with learning and reusing them on current projects. A detailed analysis of the lessons-learned programs at three organizations uncovered these nine best practices that can help you and your team share and find all those lost lessons.

How do you promote your project management brand in the marketplace? This article provides a few creative approaches to establishing your PM brand and reputation using a variety of social media approaches.

Performance reviews--a task that has to be performed--often fill managers with dread. It's time to change that perspective and view these events as opportunities to keep employees motivated and contributing to the team--and the company.

While planning and managing projects over the next 12 months, don’t forget to do the same for your career.

If we do not take the time to truly understand previous project experiences — both our own and those of others — how can we expect to improve our project outcomes? Here are a few pointers for capturing, assimilating, sharing and applying all those lessons learned.

Making a performance review as productive as possible means avoiding some common pitfalls.

The adaptive leader understands that leadership is a process of constantly assessing situations and circumstances--as well as adjusting strategies and resources in order to achieve the best balance of value-added outcomes for the organization and its stakeholders.

Beyond reducing project costs, business analysts must also focus on increasing project benefits. In doing so, you position your work as fundamental to successful outcomes. Here are four ways you can elevate your role and responsibilities to deliver more value to the organization.

Game mechanics can be applied to the discipline of project management, both as a motivational and training aid. By making project work more enjoyable through real-time recognition and rewards, gamification can also improve team productivity and individual performance.

Based on extensive analysis of three competing earned value management methods, a new book summarizes the merits of each. Here, an EVM practitioner reviews “Measuring Time, Improving Project Performance Using Earned Value Management.”

All organizations face significant challenges in planning for and managing their IT portfolios. These challenges can be addressed, in part, by the use of systematic processes for selecting and evaluating IT investments. Based on a framework created for federal agencies, here are some key components to consider including in your project portfolio-scoring model.

Successful business execution is dependent upon having timely and accurate financial information. But too often, little thought is put into how to present the data in a meaningful way. From a project or portfolio perspective, what does a C-Level executive expect to see from the PMO for actionable decision-making?

If your meetings don’t contribute more value than they cost, they should be cancelled. So how do calculate how much your meetings cost, and what’s the key to making them more effective and efficient?

All the project measures in the world are useless if the end result is not of high quality. But how do you quantify quality? What metrics measure how good something is? Agile practices respond by making quality part of the process rather than something you measure along the way.

QA in an Agile environment is very different…are your teams ready? Here we look at how QA needs to evolve in order to best support Agile development practices.