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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.

Does a Leader Need to Be an Expert?

by Andy Jordan

What exactly is it about project managers that make them “good” or “bad” leaders? Certainly it’s a combination of different factors--personality, integrity, communication skills--but is expertise a requirement of a good leader?

Achieving Project Manager Greatness

by Michael Wood

Knowing project management principles, tools and fundamentals is important, but many project managers who have mastered these things have failed. So what differentiates the good project managers from the great ones? Leadership, of course! Let's take a look at the qualities that can make you an even better PM...

Leadership: Top-Down or Bottom-Up?

by Kenneth Darter, PMP

The leader and their leadership style is characterized by whether they work from the top down or the bottom up. Examining the pros and cons of these two disparate methods can help you determine what kind of leader you need to be in order to make the maximum positive impact on your organization.

How High Should the PM Fly?

by Al Taylor

Many project managers are flying at ever-increasing heights--perhaps caused by the significant levels of governance and scrutiny that projects encounter today. There is a risk, however, that the PM who flies too high will lose sight of the day-to-day activities of the project team.

Crunch-Time Casualties

by Andy Jordan

Some projects go off the rails, and getting them back means going far beyond the job description. How do you manage that? When it comes to crisis management, do your approaches scream of desperation?

A Simple Stakeholder-based Competency Framework to Reach Success

by Nicolas De Dobbeleer

During a time of ever-increasing productivity needs, training should be extremely focused to ensure high return on investment. It seems important, therefore, to focus on a few key competencies rather than an all-encompassing set of competencies that are needed in different situations.

Forging a Sponsor/Project Manager Bond

by Laura Burford

Project managers realize an engaged and supportive sponsor is instrumental in ensuring project success. However, many PMs struggle with building a collaborative relationship with the sponsor. This article presents three sponsor/project management relationship concepts.

Rules of Engagement for Project Resources

by Paul Baumgartner, PMP

Resources assigned to your project vary in experience with projects. Communicate these proven rules of engagement at your kickoff to equip your team for top project performance.

The Economics of Compassion in the New Economy

by Mike Griffiths

Being nice is not a courtesy or even a basis for competitive advantage anymore. In today’s connected workplace with a less loyal and more mobile workforce, the economics of compassion are very real. See what smart companies are doing to recruit and retain the best talent.

Setting Up Sponsors for Success

by Andy Jordan

Good project sponsorship is critical for success, but that accountability starts long before the project itself is approved. So why are sponsors frequently set up for failure by their organizations, and how can you change that?

4 Traits for Being a Good Sponsor

by Kenneth Darter, PMP

Whether you are a sponsor or a project manager looking for a sponsor, you need to know what makes a sponsor good for a project. Look for and exhibit these traits to give you (and others) peace of mind…

When My Team Members Speak, Do I Listen?

by Roger Kent, PMP, PMI-ACP

Of course I listen. Well, okay…maybe not all the time. This is a confessional. Here’s how I’m trying to listen better--at least when people are directly in front of me or in a face-to-face meeting…

The Best Defense is a Good Offense?

by Andy Jordan

When project teams or project managers become territorial or confrontational, the situation needs to be addressed immediately--and professionally. Here we look at some of the causes of what is a fairly common communication problem, and how to address it.

The Key to Communicating with 'Non-Project' People

by Andy Jordan

Friendlier communication tools can help to bridge the gap between project management and other business areas. Are you harnessing some simple yet effective visual aids to get crucial information across to your staff and stakeholders?

Skills Tracking: An Unattainable Ideal?

by Andy Jordan

It’s very difficult to assign the right people to the right tasks, to ensure that the right training is delivered to the right people at the right time, and hire to fill skills gaps. How can you effectively track your resource pool’s skills efficiently?

Three Essential Leadership Practices that Improve Team Ownership

by Pollyanna Pixton

Why is team ownership important? It is essential to agile team success because individuals thrive on ownership. With ownership, you have a stake in the game and push to find the best solution. The difficulty is that most corporate cultures have command-and-control leaders. Here is some help...

Consulting Characters

by Patti Gilchrist, PMP

What happens when the consultant falls short of their billing as an industry expert? Here is a humorous look at some of the consultant characters that you may have encountered--and survival tips for dealing with them.

Managing the Shared Worker

by Andy Jordan

It’s not uncommon to have an individual assigned to multiple projects at the same time. Organizations need to maximize the utilization rates of their employees--which brings its own set of challenges. Read on to get some help managing partially assigned resources.

Outlining Resource Needs

by Kenneth Darter, PMP

One of the first questions when starting a new project is: What resources do you need? Outlining these needs to executive management is paramount in securing project success, so keep these four tips in mind.

The Consultant vs. In-House PM

by Michael Wood

What's the difference? From time to time, organizations find themselves in a dilemma trying to decide whether they should use an in-house PM or PM consultant to manage important projects. Being aware of the tradeoffs and making conscious decisions on each is the best way to minimize unintended consequences.

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?

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.

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"Weaseling out of things is good. It's what separates us from the other animals....except weasels."

- Homer Simpson

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