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The Customer Communication Conflict

by Andy Jordan

When a project is nearing delivery and there are still problems, it’s time for “that” conversation—the one where it is determined how the less-than-perfect implementation is going to be positioned to the customer and users. What’s the project manager's (and team’s) accountability here?

Network Like a Leader

by Naomi Caietti

We live in a digital world, so has face-to-face networking lost its importance? There are so many options for busy professionals, so it’s best to plan a nice blend of options. Before you get started developing your basic networking plan and getting yourself out there, you may wish to consider these questions to develop some strategies...

Wanting to Be Right Is Wrong

by Christopher Cook

Project managers have a responsibility to their teams to be a leader, and leaders put pressure on themselves to be mistake-free. But having to be "right" all the time is a detriment, not a benefit. Here are some ways to deal with the want or need to be right…

Tips for Maintaining Sustainable Pace on a Distributed Team

by Mark Kilby

Distributed teams need to keep an eye on sustainable pace even more so than other teams. What you need to find is the capacity the team can maintain indefinitely. How can you find it? There are several ways…

Keys to Cultural Differences

by Laura Burford

Every country and organization faces cultural differences. How do you go about building awareness, respecting and adapting to them, and then working within the necessary framework and structure so that the result is a successful engagement?

Keeping Virtual Workers Engaged

by Mike Donoghue

The need and support for teleworkers is growing, and to keep an “out of office” workforce engaged and productive requires a special company culture mindset. It should come as no surprise that effective communication is at the heart of having a successful virtual worker engagement culture.

Resolving Conflict on Distributed Teams

by Mark Kilby

Interpersonal conflict on distributed teams can be devastating. If you are in conflict with someone else on a distributed team, there are a number of things you can do to help resolve it.

Leading Distributed Agile Teams

by Mark Kilby

What is a crucial difference in distributed team environments? It's how you apply your leadership skills. Often, you need to amplify what you would normally do in a co-located team setting to provide those examples.

Avoiding the Blame Game with International Teams

by Andy Jordan

Leading international teams is always a challenge, especially when things go wrong. How do you keep everyone focused on the positive and avoid negativity creeping in?

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.

Stakeholder Management in Industrial Plant Engineering Projects

by Alexis Devenin

Effective and early participation of plant stakeholders during engineering phases of a brownfield project in a production plant allows us to capture the value and knowhow of the organization—and avoid multiple modifications during the execution phase. In order to manage stakeholder involvement efficiently, classification by function and organizational level is essential.

Virtual Team Strategies

by Naomi Caietti

Are you a virtual leader of diverse teams and multiple projects across various time zones? Let’s review what defines a virtual team, along with challenges, opportunities and tips for strategic leadership approaches.

6 Mistakes with Remote Project Teams

by Bruce Harpham

Whether you work from home, have an international project team or simply want to stay current, take the time to sharpen your work with remote teams. Start by checking your current habits to see if you’re making any of these mistakes...

Going Global Down Under

by Paul Baumgartner, PMP

There’s inherent exhilaration when your project’s scope crosses borders. Learn how this U.S.-based project manager optimized his communication skills with a constituent base in Australia—resulting in project success with no overlap in the business day!

Overcoming Objections: Lessons for the Project Manager

by Robert Barger, MBA, PMP

At some point in your project management career, you will be given a project that deals with a product or technology that you have not experienced in the past. Driving your project doesn't require that you be a subject matter expert in anything but project management. Asking five questions will help you resolve the obstacle.

Managing Meetings with Confidence

by Soumya Maitra

A PM’s effectiveness in a project is rooted in communication and stakeholder management. This article shares tips and tricks that have worked for the author in managing and influencing stakeholders positively through meetings and presentations.

Building Trust Through Project Management Practices

by Arunkumar Vijayapur, PMP

Trust and risk are closely related and go hand-in-hand. Use the project management practices built around Risks, Issues, Assumptions and Dependencies (RAID) to build both a trustworthy team and a trustful atmosphere.

Effective Remote Communication

by Kenneth Darter, PMP

In order to work remotely—whether you are in a different office, at home or on the beach—you need to be able to communicate effectively with the rest of the team.

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"If you have an apple and I have an apple and we exchange apples then you and I will still each have one apple. But if you have an idea and I have an idea and we exchange these ideas, then each of us will have two ideas."

- George Bernard Shaw