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Coaching Skills to Become an Effective Strategic Project Manager

by Ana Isabel Jaramillo López, PMP

Organizations whose senior leaders make an effort to coach others achieve higher business results. Project managers should implement coaching methods by improving the four skill sets highlighted in this article: active listening, powerful questions, direct communication and creating awareness. These tools help to solve problems effectively and serve to empower each team member.

Leading a Megaproject? Three Things to Know First

by Casey Freeman

You’re about to close the deal on a megaproject with all the potential in the world and everyone involved is ready to sign on the dotted line and get started. Before you do, here are three lessons from the trenches that are straightforward, actionable and can save a great deal of time, frustration and guesswork.

Lessons for the Project Manager from French and Raven's Bases of Power

by Robert Barger, MBA, PMP

The project manager must interact with many different roles in organizations and it is almost a guarantee that during the life cycle of a project, you will have to interact with someone you don’t “control.” Learn how French and Raven’s bases of power can help you build relationships and negotiate the turbulent waters of complex projects.

It’s Chinese to Me, the PMP®

by S. D. Nelson, PMP, Evelyn Chen

Basic Mandarin skills give a project manager advantages and promote productive communication with Chinese teams. What are some communication challenges a project manager may encounter? How can learning about Mandarin help?

A Failure to Communicate

by Ali Forouzesh

As this practitioner shares a hard lesson learned about stakeholder engagement, we discover why a project manager should spend more than 90% of his or her time on project communication.

If Your Manager Doesn’t Care, Should You?

by Andy Jordan

If you find yourself worried about an aspect of your work but your manager isn’t troubled by it, is there a problem? When there is a disconnect between manager and staff, something needs to be done immediately to prevent the problem from getting worse.

Much More Than the Triple Constraint

by Kumar Srikant

For a long time, the constraints of time, scope and cost have been the key attributes that a project management professional had to handle effectively for project success. However, project success encompasses much more.

How to Fix a Broken Project: Lessons for the Project Manager

by Robert Barger, MBA, PMP

When you are assigned to a project during its infancy, it is easy to get the project to follow the lines you lay out. You are there at the beginning and you have a good commanding view of the landscape. But what should you do when you inherit an existing project that is already in trouble? Finding the missing elements will help recover your project.

Motivational Action Plan

deliverable
by Dave Garrett

If you're having trouble with your team, this might be a good time to check in on their motivation and take some positive action. Here's a plan to get everyone back on the right track.

Project HEADWAY Project Issues Log

deliverable
by Interthink

On projects where you have more than a handful of issues, it is helpful to have a log that you can use to easily track and understand the status of an each one. The log keeps issues at a very high-level while the details are left to the project issue identification form. Project Issue logs are often used on medium to larger projects.

Project HEADWAY Project Team Status Report

PREMIUM deliverable
by Interthink

On many projects, each team is required to submit a status report indicating their progress on their portion of the project. The report ensures the key information required by the project manager is captured from each team in a consistent and complete fashion.

Employee Feedback Planner

PREMIUM deliverable

Use this form to prepare and organize more useful feedback for team members and other people involved in your team.

Project HEADWAY Communications Plan

PREMIUM deliverable
by Interthink

This template allows the project manager to fully understand the communication needs of stakeholders on the project. Stakeholders expectations and requirements can be documented ensuring there is a clear understanding of the why, when, how and what of the project’s communications.

Collaboration with Accountability

by Andy Jordan

Collaboration has become a vital tool in modern project execution, but not all organizations know how to ensure it happens in the right way. How do we foster effective collaboration while still ensuring our teams and individual team members are accountable for delivering on time, scope and budget?

Project Management Mantras: Be an Efficient PM, Not a Bookish Zombie

by Saurabh Saxena

Stats don’t show a gleeful picture of the software industry. So what’s the main problem? Are we relying too much on management tools, or are we not able to apply book knowledge into practical scenarios? Are we becoming modern-day zombies who are managing projects as machines without applying people management skills? Here are some proven mantras for successful project managers.

Protecting Project ROI for Project Sponsors

by Kent Lefner

It is critical that business leaders have the ability and courage to mitigate risk up front and actively monitor and act on project risks and performance as early warning signs materialize. Here we look at a framework to help business and project leaders actively, transparently and honestly monitor risk and issues through the entire project lifecycle.

Corporate Politics and Stakeholder Management Communication

by Alla Antoniuk

Every project has its own share of organizational politics. As a project manager, you have to be aligned with organizational goals. Manage stakeholder expectations and relationships in an agile manner in order to stay on top of the game and make sure that your team performs at the highest possible level.

Rules of Considerate Conduct and the Aspirational Standards of the PMI Code of Ethics and Professional Conduct

by Katherine Holderbaum

The aspirational standards of the “PMI Code of Ethics” provide practitioners with the “what” of professional and socially responsible conduct. Applying Forni’s Choosing Civility: The Twenty-Five Rules of Considerate Conduct can enhance the “PMI Code of Ethics” with specific actions and behavior and support more effective management of project management processes, especially communications. The discussions that may result can further benefit project managers and their teams.

Documenting Process Improvements

by Kenneth Darter, PMP

Processes are only as good as their last review. There should be a constant review cycle for ensuring that processes are improved when necessary—and documenting that is vital to the team.

Get Risks Identified…Even When It's Tough

by Joe Wynne

When the going gets tough in project risk management, you have to get tough with your tactics. Get the key participants you need in the session through proactive invitee management. Get the risks identified during the session by using pre-selected, mentally stimulating terms and phrases.

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"Critics can't even make music by rubbing their back legs together."

- Mel Brooks