Syed Nazir RazikEngineering Leader - Product and Platforms, Agile CoE| AltimetrikChennai,, T.N., India
I real time the customer is only interested to scope on risk planning as long as it doesnt impact delivery milestones and Critical path. Mentoring the customer to understand the pririty of such planning has to be prioritized Saving Changes...
Thank you, Grant, for your answer. I especially like your reference to the servant leader. I was intrigued by your portrayal of John Hunt and how he exemplified the six characteristics of servant leadership. You had some interesting insights into his character which hinted at a great ability to communicate. Do you have more information on Hunt's communication style?
In teaching my course on project management communication, I think I follow your heroic project manager model. My approach is to instill the importance of using communication strategically (based on concepts presented in Garcia's "Power of Communication,The: Skills to Build Trust, Inspire Loyalty, and Lead Effectively"). The second part is to develop a toolkit of communication methods from coaching to small group leadership to negotiations to formal presentations. We also spend a good deal of time on audience analysis to more effectively shape messages.
I also bring in neuroscience concepts. You had a short section on neuroleadership and complex projects. Have you done any additional research on using neuroleadership in complex projects?
Cheers Bill. Your approach to project management communication sounds excellent. I'd describe Hunt as a servant communicator. Actually I'm speaking more on Hunt and servant leadership at next week's PMI EMEA global congress in Barcelona. You're not going to be over there by any chance are you? In fact if anyone from this forum is planning to attend that congress (and its certainly one I can recommend) please do look me up. It would be great to discuss some of these things in networking at the congress. Re neuroleadership Bill, it's a fascinating field. I'd love to undertake some research with respect to specific complexity topics but so much else on at the moment! Saving Changes...
Right now i´m having problems with the staffing profile, because the most of the team members register more hours than programmed in Project Plan. Saving Changes...
Bill BrantleyPresident| BAS2ALouisville, KY, United States
I wish I was going to Barcelona. :-) Yes, I agree that neuroleadership and the new field of neurocommunication is quite fascinating. I don't know of anyone that is doing significant research on how neuroscience can affect project management. Does anyone in this forum know someone they can recommend? Saving Changes...
Tolitha LewisSr. Project Manager| Eli Lilly & CompanyFishers, In, United States
Congratulations! Syed Nazir Razik correctly answered the question I posed on the 20th of April! Grant traveled to Antarctica in the early 2000's on the Akademik Shokalskiy. Nice work, Syed!!! Saving Changes...
Good question! Especially at the time when project failures are more evident than success stories.
While many good reasons have been discussed, a common thread emerges - "the human factor".
Project management methodologies & tools provide a definite model of success, however, as any other tools, these tools also depend on artisans who use these tools - the project teams & stakeholders. Success is achieved if tools are used in spirit & not just in form.
To ensure this, the spirit of using a tool needs to be propagated down the organization.
Key components to induce this spirit within the organization are as follows.
1. Top down approach - Top management must be committed to the spirit of management discipline, tools & methodologies used within the organisation. Members of the top management must adhere to, uphold & re-iterate the spirit at every possible opportunity.
2. Project managers must hone & wear the spirit of the prevailing project management methodology with positive attitude & inspire the team to follow it to the core. Inspiration works better than dictation.
3. Value focus : The value proposition of the project must be kept at core. Monitoring the alignment of this value proposition must be included in key checkpoint of project progress. Every project stakeholder including every member of project team must be aware of this value proposition.
4. Risk based approach: Every member of the project team must be made aware of risk management & allied methodologies. Inputs from every member of team must be encouraged to share any inputs about eminent risks and/or mitigation plans in the project.
It's human who makes or breaks a project! Human aspect must be focused to ensure more success stories than failures... Saving Changes...
Tolitha LewisSr. Project Manager| Eli Lilly & CompanyFishers, In, United States
New Question for everyone! Would anyone like to share their favorite part(s) of the book so far? Could be a story you enjoyed, a lesson learned, and/or a key concept that really hit home.
Tolitha (PMI Book Club Host) Saving Changes...
Bill BrantleyPresident| BAS2ALouisville, KY, United States
Chapters 3 and 4 were totally new to me. I have not heard of risk homeostasis and risk appetite described in this manner before. I like the concepts and will introduce it to my classes in the coming semesters. I also found it useful for my day-to-day project work as it helps me to better fine-tune the change management communications. Saving Changes...
Tolitha LewisSr. Project Manager| Eli Lilly & CompanyFishers, In, United States
Great reply, Bill! Thanks for sharing! What about everyone else?
Tolitha (PMI Book Club Host) Saving Changes...
