Guessing is not a strategy: How to build decision velocity with AI and real-time data
June 10, 2026 | Live Webinar
Viewing Posts by Dmitri Ivanenko PMP ITIL
Veteran Project Managers Can Show Younger Ones a Thing or Two -- and Vice Versa
Categories:
Leadership
Categories: Leadership
| Young project managers are taking over senior management positions -- and some veteran project managers realize they're in for some changes, according to a recent article in PM Network® ("The Young and the Restless," October 2010). The "younger generation bosses" act entitled or like they know everything, say some of the veterans. They also complained the new upstarts didn't earn their position, they micromanage, play favorites with younger workers and don't give enough direction to the veterans. But the younger generation has plenty to offer, too. They generate a healthy mix of ideas and are usually more willing to try new ways of doing things that some veterans might consider too risky. At the same time, seasoned pros can show young project managers a few of their own tricks. What's the game about if not about leaving the best of yourself in the hands of the younger generation? Imagine the power of teams that emerge from this kind of cooperation and collaboration! Both seasoned veterans and their younger counterparts can learn from each other. It's good for the organization, the project -- and your own development as a project professional. Have you looked outside your own generation for advice? What did you learn? |
Managing Projects and Teams with Velocity
Categories:
Teams
Categories: Teams
| Velocity measures the rate of motion. In the context of projects, velocity is about teams accomplishing work faster, with less resources, better quality and greater satisfaction. As project teams get used to each other and adjust to the organization's processes, culture and communication methodology, team members' potential for contribution increases. As team engagement increases and members align themselves toward the goals and objectives of the project, overall performance increases. Velocity is achieved when team interactions are completely in sync with the project goals, the rationality behind the target dates and the planning it takes to meet those dates. In a project environment conducive to velocity: • There's a clear direction, everyone's roles are clarified and there's flexibility for team members to contribute in other parts as appropriate. • Members manage their own time, guided by their mandates or objectives. • Teams choose their own method of communication. It could be acquired from other similar projects or specifically designed for the given team. • Team interactions -- phone calls, meetings, workshops, etc.-- are managed as the needs arise, rather than "boxing" teams into preset parameters. On a project with velocity, the force behind the team executing the work gets to be so powerful that it's not the project manager who ends up giving the power to the team. The team itself generates that power and project execution moves with subsequent velocity. Are you managing with velocity? |
Lessons Learned: The Key to Project Success
Categories:
Teams
Categories: Teams
| What lessons do we learn from projects? What do we look for from the lessons, both as individuals and organizations? What value do lessons learned deliver in future projects? Lessons that we choose to learn from our projects are based on the purpose that is set for the project. Purpose is the key. In the project postmortem review, we need to focus on what was or wasn't met as a goal. What worked or didn't work in the use of the methodology and resources? What worked and didn't work within the project team and its members? To understand what can be improved on a project, it's essential to always look at the original goal or objective, the initial assumptions and the project management plan. Looking solely at the end result with a narrow view of the cause-and-effect elements can lead to a long report with no actionable improvements to positively impact the organization's future. A lessons-learned review is effective based on the questions asked about the project results, the purpose for the postmortem and the implementation of the review findings into the organization. An effectual review could be the key factor to the success of future projects and organizational improvements. How do you successfully use a lessons-learned review? |
If You Can't Keep Your Word, Honor It
| We often talk about keeping our word -- making a commitment and sticking to it, no matter what. But we don't often talk about honoring our word -- acknowledging when we can't meet a commitment. There will inevitably be times when we can't keep our word as circumstances change for one reason or another. Say you've committed to meeting a milestone on a specific date, for example. To keep your word, you have to do whatever it takes to make that date. But to honor your word, you only need to follow up with the person you made the commitment to and clarify why you can't meet the deadline. I'd also recommend recommitting to a different date, time or scope. This way, you're not simply hiding and hoping that things will work out, or that you won't be asked about a deliverable. Be confident enough to raise the issue directly, knowing that it will maintain a workable relationship. Even if you're unable to deliver as promised, you can at least be relied upon to raise red flags early enough, without downplaying the severity, to allow the client or team time to align their activities accordingly. And that saves time and money. To maintain a healthy relationship on your team, you must honor your word. It impacts the results of your work, your reputation, and your ability to earn a renewed trust from your clients and project team members. Honoring your word restores your integrity and creates workability. But the better you assess estimated target dates for the project tasks and milestones and your ability to manage your day-to-day activities per your own commitments to others, the easier it will to keep your word and "do it right the first time." |
Go In With a Game Plan
| You and your team must have a project objective in mind at all times. Everything should revolve around it: all the team's activities, status reports, meetings, impromptu discussions, research and engagements of other outside resources. Having a clear and focused game plan can help. It's not a forced management plan that dictates the rules, but an agreement between all the members on how the team will work together. The plan is like glue that keeps the team together, focused on the key objectives of the project and makes the environment workable and pleasant. The game plan is therefore an agreement between the team members on how they will maintain such alignment through: Communication: The team agrees on the basics: method, frequency, media and levels of urgency. How will they update one another with the latest status? What upcoming milestones, changes or issues may affect the progress of the project? Are there any interpersonal issues team members may encounter? Goal setting: The team defines the goals of the plan, whether it is being customer-centric or meeting deadlines. Having these goals at the forefront keeps the team focused throughout the project as a commitment to the team. The customer gets the added value due to the enhanced quality of the project delivery, and by extension, this leads to the overall success of the project completion. Team play: This is the actual method of alignment, making sure the team has agreed on the parameters of the game and understands how it will relate to their day-to-day activities. We're often put on a team based on our experience and technical expertise, rather than soft skills. We are simply expected to be professional and do what we can to work well together. Having a game plan is simply a tool for all team members to reach an agreement on overall goals, without making assumptions or trying to force an outcome. It adds the missing layer that strengthens the team and adds assurance of alignment among all the team members. When working in teams, what approach or method have you used as a contributing factor to reaching agreements and working well together? |