Leading a cross cultural team with and accepting the failures and weakness of team. At the same time motivating them to work under pressure. Saving Changes...
Lisa KomidarService Delivery Manager - Sr. Engagement Manager| Optimum Healthcare ITKane, Pa, United States
Working with diverse languages. Even when a team member has "broken" english, I struggle. But I've learned that many do not mind when I ask them to slow down and talk with me one on one to help me to understand. I've very visual. Even working virtually, I like to be able to visualize the conversation. I'm in the midst of a remodeling project at home and my new home office will have an entire wall behind me that is a white board. :) Saving Changes...
Its a very very interesting question. The biggest challenge is establish relationship with all stake holders. Your team should have enough confidence in your leadership and personality. This is a key secret behind success of any project. Saving Changes...
Abhishek PandeyFunctional Manager| Larsen Toubro LimitedRourkela, Orissa, India
Different organization types possess different challenges for the project manager. The challenge is to perform in real world as per the companies business objective. Saving Changes...
Jean-Eric AncelPPM Senior Expert| CapGemini EngineeringBrignais, France
Mar 26, 2017 10:33 PM
Replying to Anupam
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Stakeholders, stakeholders and stakeholders :)
I would add Communicate, Communicate, Communicate :)
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1 reply by Anupam
Mar 28, 2017 2:30 PM
Anupam
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Of course communication :)
Managing stakeholders is always a challenging aspect.
PMBOK 5th Ed has a separate KA on Stakeholder Management now.
Saving Changes...
Edward DanielsProject Manager| IndependentGlen Burnie, Md, United States
The most challenging has and in my humble opinion remain people. Technology and processes are not static, they are dynamic. If a technology no longer works, we can scrap it and find an alternative solution. So are processes, we can streamline our processes to better meet our requirements. People, on the other hand - - may not be easily swayed to buy-in or continue to support project objectives. - get sick and cannot come to work, or - find a better paying job and leave in the middle of a project. - die, it happened on one of my projects. - fight, cause conflicts and you know it, no matter how much a PM does conflict resolution, you can never fully know if you made a difference or someone will hold a grudge.
I can continue but i think everyone gets my drift. As a PM, you never know how your team will react to you or the work required. If they don't like you for whatever reason, your work may not be easily cut out for you after all. I personally expect every project to be challenging, if it's not, why bother myself. What i don't expect is to have to spend my time on conflict resolution between team members who cannot work well together. It tends to make creative thinking and issue resolution more challenging on such projects.
Distrustful stakeholders who do not care for whatever you say, do or plan. People when you do win them over are integral to successful projects but along the way, they remain the wildcard when it comes to constraints affecting project success. Saving Changes...
Sizwe MkhizeProject ManagerPretoria, Gauteng, South Africa
As the PM I have the authority to make decisions about the project priorities, schedules, budgets, objectives and policies. But often I dont have the official authority to give direct orders to the people who must carry out the work as a result of these decisions. Saving Changes...
