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?
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How do you build a team culture across continents, without ever meeting face-to-face? How do you motivate teams across the Boomer, Millennial and Gen X divides? Get answers to these questions and more at the 2016 PMI Talent Management Conference! Now in its third year, this free virtual event is your source for guidance on talent retention and development, plus things you need to be thinking about when planning your own PM career.
Our workplace has certainly changed and one of the most obvious illustrations of this is the prevalence of non-traditional work environments. This workshop provides specific best practices and tips for how to effectively support remote team members, how to build a sense of camaraderie and maintain high levels of motivation without the luxury of the traditional face to face work environment.
Is someone on your team not performing to expectations? This webinar will provide practical tips and strategies that you can start using right away to turn individual employees into Star Performers.
Organizational progress is sustained by team relationships at every level and is vulnerable to power play in times of challenge. The advancements toward desired outcomes is an endeavor that requires influence, exerted by decision makers, for available choices and to maintain the speed of progress.
Project Managers are charged with building and fostering a team of highly accountable individuals. Unfortunately, too often they’re saddled with “slackers” who simply don’t follow through on tasks or action items as promised.
Save Time With Tools + Templates
This sample Project Charter, aligned to A Guide to the Project Management Body of Knowledge (PMBOK®Guide), includes sections for project goals, success criteria, risks, assumptions, restrictions, budget and more.
If it weren’t for people, projects would be easy! Getting the team to act as one is challenging. This presentation from the PMI Global Congress 2014 in Phoenix will help you all trust each other, stick together and achieve project success.
Use this checklist to help ensure that new PMs joining your team are set up with the best possible chance of success. Some of these items will be completed prior to the new PM joining, some will continue for several months beyond the start date. The checklist is broken down into different areas for the different roles involved.
Learn From Others
Project managers are amazing. They have a wide range of skills and operate in incredibly diverse business areas. That doesn’t mean a project manager should be the solution to every problem.
Starting a new job can be difficult, but learning to work with your new team members effectively and quickly is a challenge. If you are a new leader, it can be the most difficult challenge.
Project management is used widely in varied ways across multiple types of industries, by people belonging to many different profiles. While this sounds like a good thing, it also raises the question: Is project management as friendly as it should be to be usable by such a wide variety of people?
It’s easy to over-generalize staff members. Under what conditions might a good department or group manager also make a good project manager? Here are some things to think about when you consider someone's potential.
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...
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!
There are a lot of people who work on projects, but usually only a few project managers. How do you help the non-PMs understand project management—and keep them working within the confines of the framework governing the project?
When first leading distributed agile teams, a key challenge that can sneak up on you is onboarding a new team member. You cannot show them around the office. How can you possibly get the new person oriented to their new organization and their new team?
How does a project manager ensure optimal performance from remote team members, and how do corrective actions get implemented effectively?
|A.||While agile practices can be productively used by non-IT teams and in situations where the entire Scrum core ceremonies are not adopted, asking everyone’s opinion on every office decision whether they have a stake in the project or not is decidedly not agile. Include only those who need to be there, and make non-project-related decisions among the three managers.|
|B.||Millennials want to feel involved and important. It’s a good practice to hold office-wide meetings for every decision and take a vote to see what the majority favors. What is decided is less important than having everyone feel a part of the process.|
|C.||Unless there is an area where the director does not understand the specifics involved in the decision, all choices should be made at the highest level with her. In this way, people are not pulled off focus on their day-to-day work.|
|D.||In an environment this small, it is not necessary to have any formal processes or reporting structures. Each decision that arises should be made by an individual staff member in cooperation with their direct manager. These decisions do not need to be shared with others unless they are directly involved.|
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