Project Management

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Whether it’s in-person or virtual, PMI events give you the right skills to complete amazing projects. In this blog, whether it be our Virtual Experience Series, PMI Training (formerly Seminars World) or PMI® Global Summit, experienced event presenters past, present and future from the entire PMI event family share their knowledge on a wide range of issues important to project managers.

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Cameron McGaughy
Julie Ho
Heather McLarnon
Laura Schofield
Kimberly Whitby
Michelle Brown

Past Contributors:

Johanna Rusly
April Birchmeier
Nikki Evans
Dalibor Ninkovic
Dr. Deepa Bhide
Chris DiBella
Nic Jain
Nicholas Sonnenberg
Karen Chovan
Jack Duggal
Catalin Dogaru
Priya Patra
Josh Parrott
Scott Lesnick-CSP
Antonio Nieto
Dimitrios Zaires
Ahmed Zouhair
Carmine Paragano
Te Wu
Scott Bain
Katie Mcconochie
Fabiola Maisonnier
Erik Agudelo
Paul Capello
Kiron Bondale
Jamie Champagne
Esra Tepeli
Renaldi Gondosubroto
Mel Ross
Laura Lazzerini
Kim Essendrup
Geetha Gopal
David Summers
Carol Martinez
Tai Cochran
Fabio Rigamonti
Archana Shetty
Geneviève Bouchard
Teresa Lawrence, PhD, PMP, CSM
Randall Englund
Kristy Tan Neckowicz
Moritz Sprenger
Mike Frenette
O. Chima Okereke
David Maynard
Nancie Celini
Brantlee Underhill
Claudia Alcelay
Sandra MacGillivray
Vibha Tripathi
Sharmila Das
Gina Abudi
Greg Githens
Joy Beatty
Sarah Mersereau
Lawrence Cooper
Donna Gregorio
Seth Greenwald
Bruce Gay
Wael Ramadan
Fiona Lin
Somnath Ghosh
Yasmina Khelifi
Erik Rueter
Joe Shi
Michel Thiry
Heather van Wyk
Jennifer Donahue
Barbara Trautlein
Steve Salisbury
Jill Diffendal
Yves Cavarec
Drew Craig
Stephanie Jaeger
Diana Robertson
Zahid Khan
Benjamin C. Anyacho
Nadia Vincent
Carlos Javier Pampliega García
Norma Lynch
Emily Luijbregts
Susan Coleman
Michelle Stronach
Sydni Neptune
Louise Fournier
Quincy Wright
Nesrin Aykac
Laura Samsó
Lily Woi
Jill Almaguer
Mayte Mata-Sivera
Marcos Arias
Karthik Ramamurthy
Michelle Venezia
Yoram Solomon
Cheryl Lee
Kelly George
Dan Furlong
Kristin Jones
Jeannette Cabanis-Brewin
Olivia Montgomery
Carlene Szostak
Hilary Kinney
Annmarie Curley
David Davis

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Things That Have Worked Leading Informationally Diverse Teams

This is the fourth in a series of blogs on the challenges and fun related to managing a diverse team with widely different backgrounds, experiences, education, and understandings. (Or herding Cats, Cows, Sheep, Goats, Dogs and Llamas) This type of team has a high degree of “informational diversity.” 

The first three blogs:

  1. Herding a group of cats, cows, sheep, goats, dogs and llamas. (http://bit.ly/2cr0ddH) 
  2. How hard is it to herd a group of cats, cows, sheep, goats, dogs and llamas? (http://bit.ly/2c6n3Gv) 
  3. Cats, cows, sheep, goats, dogs and llamas *CAN* be herded.   (http://bit.ly/2cLpS2w)

Those set up the problem that makes it sound impossible to manage.  But it’s clearly not impossible.

THINGS I’VE TRIED THAT HAVE WORKED

First off, I didn’t get this anywhere *near* correct for the first ‘zillion’ times.  That’s right, I failed as a Project Manager (in varying degrees) for years.  The project may not have failed, and the product of the project never failed, but I clearly didn’t do as good a job managing a cross-functional team as I should have.  I did improve my skills and after continually trying and learning, I developed a cookbook of techniques that worked for me with a team of experts and a difficult technical project.   I’ll write about all 7 of my recipes for leading a cross-functional team or project.   The first one is the most important.

Number 1: Establish a sense of mission

There’s a popular story that exemplifies what I mean by “Project Mission.” During a visit to the NASA space center in 1961, President John F. Kennedy noticed a janitor mopping the floor.  The President stopped, shook his hand, and asked what he did at NASA. The janitor replied: “Sir, I’m helping to put a man on the moon!”   This is awe-inspiring to me.

The sense of mission is the undeniable knowledge that everyone is working towards the end goal and that the goal will be useful.   There’s a PURPOSE to what the project team is doing.   My advice is to identify the mission of your project, in as few words as possible.  Believe it, say it, and do it.

Project Mission questions – everyone on the team must be able to answer these, and the answer to the last two is “YES.”

  • Why does this project exist?
  • Why is it important?
  • Will It will be used when we’re done?
  • Did I had a part in fulfilling the mission?

Remember the President Kennedy story?   The janitor had a strong sense of the project’s mission.  EVERYONE should have the same mission concept.   In 1973, Peter Drucker said:

“That business purpose and business mission are so rarely given adequate thought is perhaps the most important cause of business frustration and failure.”

So, say the project mission, believe in the project mission, live the project mission – all the time.

MEET ME IN SAN DIEGO NEAR THE PROJECTMANAGEMENT.COM BOOTH.

Posted by David Maynard on: September 09, 2016 12:17 PM | Permalink | Comments (0)
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