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.
If there is one thing almost guaranteed to make a project manager cringe, it's the idea of having to give a presentation to the executive or board of their organization. What is an executive-level audience looking for from its presentations, and how can you develop and deliver an effective presentation with confidence and credibility?
Being a sponsor is a role, not a position--and with the role comes responsibility. How do you ensure optimal success for the project? How do you go from being a good sponsor to a great sponsor?
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?
Your ability to properly anticipate risk executives’ needs and involve them into the management of your projects will set you apart from those who do not have this ability. These tips covering justification, communication, vendor selection and more will help you build this important skill.
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.
The executives of an organization are not interested in the details of a project, but they do want to know what the roadmap is for the project. How are you going to present that to them? Keep these four tips in mind.
Presenting the status on an entire portfolio can be very different than the status on one project or program. The portfolio manager must learn to condense and tailor the message for the audience.
While there is almost unanimous agreement on the importance of teams, the vast majority of people don’t like to belong to them. This raises a loud warning for you and your agile team, one you must address proactively, because an agile project succeeds or fails on the health of the team. Maybe the GCCR Plan can give your team members wings that fly.
|A.||Management does not care what team members believe as long as they turn around work more quickly than they did in the past. Leave people to think what they will.|
|B.||In addition to the team rules and the agile methodology process rules, tell people each day what they are to think about the work they do and how they should view others.|
|C.||You can’t mandate change. You can only find a fun way to demonstrate and remind people on the team about the premises of agile philosophy.|
|D.||If your team won’t quickly adjust to knowing and following the agile philosophies, this approach to doing projects will fail. Return to traditional project management practices.|
In our technology-rich activities, it is important for companies to enact a social media policy in order to protect sensitive data, corporate networks and other important online information. Keep these recommendations in mind when creating a policy.
Status sharing is key to PMO success, and newsletters have become the favorite transmission for managers to stay on top of milestones. Get help with your communications using TEAPOT--every PMO chef’s magic potion.
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.|
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?
How you manage your customer’s expectations will to a great extent determine the relationship you have with them. There are many different methods and ideas on how to manage customer expectations. Which one will you choose?
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.
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.
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...
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.
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.