Agile methods recommend co-location and face-to-face communications, but studies of office workers show high levels of dissatisfaction with open-plan environments. So, how do we make agile work and minimize the issues surrounding open-plan environments?
Who said worrying was unhealthy? Project managers must maintain a healthy amount of skepticism going into any project. It prepares us to be better “event planners”--and even better managers who must overcome hurdles to deliver value for the project's stakeholders.
As our series continues to help you alleviate meeting madness, we talk about the various types of meetings we attend and how the agenda format should take the meeting purpose into account--and how nearly all meetings can be grouped into one of four categories.
As project managers we are often asked to attend “urgent” meetings on short notice. More times than not, these meetings are poorly run, inadequately attended, stray off topic and include too many topics to manage in the period allotted. Life does not have to be this way.
PMOs frequently find themselves in front of an audience--sometimes as a meeting facilitator, sometimes as a presenter and sometimes as a motivational speaker. It is critical that as a PMO you have “presence” if you are to be the most effective leader you can be--and why would you want anything else?
Some people see agile projects as knowledge transfer deserts where information is hoarded by key individuals and no useful documentation produced. Others believe agile projects are all about knowledge transfer. So why the disagreement? How can smart, experienced people have such different views about the same topic?
Do you need to study how to communicate in preparation for the PMP exam? Really? With only three PMI processes based around the function that every project manager does every day of their life, it may feel that studying this chapter in A Guide to the Project Management Body of Knowledge (PMBOK Guide)—Fifth Edition is a waste of effort. Not so fast...
As our profession rapidly expands beyond the borders of the United States and Europe, we will see further advancements and promising developments in the science and art of project management. This writer expects the trends of globalization, commoditization and professionalization to continue. As experienced project managers, we must examine these trends--and seize the opportunities that they present.
The schedule needs to stay up to date if the project is going to proceed on time and be successful. Keep these tips in mind when developing a strategy for capturing schedule updates to ensure the success of the project.
Telecommuting has been called the future of work, even for program and project managers. Like it or not, we had all better prepare for this as it is highly likely that within the next few years, it will impact all of us.
Economic and demographic trends are requiring project managers to prioritize certain workforce management skills to avoid replacing workers during the project. Make sure you understand these four relevant trends to help you avoid problems.
The future is a blank canvas, but trends today--in automation, aging populations and the fundamental interconnection of people and things--point to outcomes being possible, some say even likely. Here are three trends we are likely to see over the next two decades.
Some say leaders are born, not made. Perhaps, but teams are not born so therefore have to be made. But more often than not, project managers don’t get to choose their team or team members. Given this reality, how do we make the most of our teaming opportunities? This paper offers ideas on the dynamics of effective teams and team building, focusing on the characteristics of successful teams.
Project managers are the most humble of all superheroes, but maybe it’s about time to show the world the color of our capes. What better time than International Project Management Day to acknowledge how awesome we are?
The adage “A picture is worth a thousand words” is one that can aptly be put to the test when attempting to convey technical complexities and nuances. Communicating these issues through visual means can increase the perception and appreciation of the challenges and rewards that a project can bring.
Project managers face an awkward and interesting leadership challenge. What do we do in these situations? What strategies are available, and what resources can we draw on in order to navigate our way to success? And what do we need to know about ourselves, our teams and our organizations if we are to genuinely lead effectively?
When you take over an in-flight project, it's important to know the circumstances of the change. This article is a personal story about taking over a well-managed project that was necessitated by unfortunate circumstances.
The sponsor and project manager should form a powerful leadership team that creates a positive environment. In reality, that often fails to occur--and the fault frequently lies with a “broken” relationship. Get some help in maximizing these roles.
Should part of your project communication plan include social media? If so, how can it be used? How can social media add to project success? What are the risks? With these questions in mind, let’s explore the impact of integrating social media into projects.
There's nothing wrong with a PM feeling frustrated while leading--as long as they protect the team. Anyone can lead, but not everyone can lead in stressful times--and that’s when true leaders shine. Let's take a cue from two unlikely sources...
The Monty Python project manager is a model for the new generation of creative collaboration leadership. The author looks at four movies that encapsulate the project management process and discovers lessons on how to generate ideas that are completely different, motivate teams on a quest to deliver the holy project grail, inspire them in times of adversity to look on the bright side of project life, and find true rewards and meaning in their work.
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?
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.
"I only hope that we never lose sight of one thing - that it was all started by a mouse."