Have you assigned all of the roles and responsibilities for your team? Decided authority levels for various managers? Detailed the organizational structure? Those are just a few of the vital tasks that this plan will help you record.
Not everyone shares your enthusiasm for the project, and that's a problem that can impact the entire team. But you still need these unmotivated managers. What can you do when someone on your team is determined to do as little work as possible?
|A.||Send offending team members to Human Resources and ask that they be given a free psychological evaluation. Since the behavior is impacting project work, this will be company money well-spent.|
|B.||Go to the individual and ask if he or she would prefer to work on another team. Take the responsibility for their behavior, as it must be a negative response to you as a project manager.|
|C.||Ignore the offensive behavior. Your job it to get the deliverables of the project completed in a timely way. Any time you spend dealing with misbehavior is time stolen from productive project work.|
|D.||Write down the emotions you surmise are behind the negative behaviors and think through appropriate responses ahead of time so that you are prepared when they occur.|
Many hiring managers have practice in assessing broad technical skills. But strong, creative and capable teams result only when those T-shaped people can work interdependently, self-manage, solve group problems and learn together. That implies another set of skills to look for when hiring for a cross-functional team--interpersonal and collaboration skills.
It's vital to never forget the significance of stakeholder management. This chapter from Project Management: Influence and Leadership Building Rapport in Teams presents a discussion about stakeholder management and the notion that stakeholders differ in their perceptions, and also offers strategies for influence.
For experienced PMs, sometimes the hardest job is to go right back to the very basic stuff. So how can you maximize your chances of success? And how do we manage team members who have absolutely no experience or understanding of project work?
Virtual teams have special communication obstacles that are not necessarily solved elegantly by the communication tools available in your project. You must combine multiple applications to create an infrastructure to meet the needs of virtual teams to interact and to complete project deliverables.
Can a project manager manage their team virtually, and if so what adjustments are necessary? To be successful, a virtual PM has to overcome many communication-related issues. Here we explore an effective approach.
A virtual project manager is physically separated from the project team, the stakeholders and perhaps even the client. How can PMs make sure they are effective in this role?
No project manager would ever be so foolish as to leave the outcome of their project to chance events and simply hope they might get lucky. So it might appear odd for our guru to be looking inside a fortune cookie to find project management wisdom. But as we saw in Part 1 of his series, those simple mottoes can sometimes offer up more wisdom than first meets the eye...
A virtual team can be effective by adopting proven virtual collaboration tools, establishing team performance metrics and promoting supplementary processes that align with the organization’s project management methodology.
Four proven tactics can help you engage stakeholders better--and obtain their essential contributions to make the changes required by your project. With these new ways to manage stakeholder relationships and to drive your project, you can propel your career to new heights.
Virtual teams may well be the next step in the evolution of work. So it is interesting to ask if today’s management principles and processes are optimized to support them. To help answer this question, let’s take an illustrated tour of work through the ages and also review how management has progressed along the way.
If a project manager cannot successfully deliver projects where at least some of the resources are working virtually, then that PM won’t have a job for very long. Can projects be successful when they are run by virtual teams, and if so, how? In the concluding part of our series, we look at the remaining four steps.
The nature of today's workplace no longer requires workers to be bound to a physical location. The following tips will help you manage your virtual team so that your project does not instead become a dreaded nightmare due to the significant challenges of managing remote resources.
The nature of the business world today often leads to unbalanced teams where the project manager or others on the team do not have the experience or expertise that is represented by their peers. How can a project manager lead effectively in this unbalanced environment?
Nearly everyone deals with virtual teams in the current business environment, so you are already communicating with virtual resources. But communicating well is a key part of managing a project with a virtual team.
People’s interests, attitudes and authorities change constantly, and your project is only part of the many things influencing these changes. As a project manager, you need to continually understand your stakeholders, assess the landscape--and use that knowledge to guide the planning and management of your project.
Technology, mobility and the sheer expense of office real estate has taken distance working from daring and uncertain trend to fully embraced reality. What this has mostly produced is a state of affairs where many of our most meaningful professional interactions are mediated by technology, rather than face to face--and that's where the danger lies.
With virtual projects come virtual teams and the associated tradeoffs. The question that looms large is this: Do the challenges of virtual teams outweigh the benefits? There are advantages to virtual teams that go beyond merely saving money on travel. Consider the following tradeoffs--advantages and disadvantages--when pondering virtual teams...
With the shift to a more agile, team-centric organizational structure, singling out individuals can become a cumbersome and stressful task for even the best and most experienced managers. In this article, we cover how rewards can actually backfire--and give you three rules of thumb for rewarding your best performers.
|A.||Add a +15% pad to the project estimate, then meet with functional managers to set up an on-demand workflow system.|
|B.||Ask each potential team member to vow to put aside what is on their desk if your project work needs to be done.|
|C.||Ask Human Resources to institute a 10% bonus for the workers if your project meets the original project estimate deadline.|
|D.||Demand a dedicated team from upper management, as this is the only efficient way to do a project.|
Question: Is there a way to improve velocity of an agile team? There seems to be a lot of advice not to change estimates, overpromise and not to overwork team members. But sometimes there just needs to be a way to jump start productivity.
|A.||There is no sense in “falsifying” estimates to give the appearance that you will increase team velocity. It just moves you back to more traditional practices where you don’t meet the project timeline goals. Velocity cannot be improved.|
|B.||Even though you don’t want to change estimates arrived at honestly, there are some team tune-ups that have a good chance to increase agile team velocity.|
|C.||Since velocity is based on the performance of team members, if you reduce each person’s estimates by the square root of the velocity of the last iteration you will eliminate slack and increase motivation, resulting in increased velocity.|
|D.||Add 15% to the velocity each sprint or iteration. That way the team slowly learns to work faster and the speed with which projects are completed will be affected positively.|
Managing project work is only a small part of managing projects. Being able to manage a team of resources is perhaps the most challenging and most rewarding aspect of project management. How do you stay focused on the team?