It’s very difficult to assign the right people to the right tasks, to ensure that the right training is delivered to the right people at the right time, and hire to fill skills gaps. How can you effectively track your resource pool’s skills efficiently?
As a consultant project manager, it is more important than ever that you differentiate yourself from your competition--both internal and external project managers. The No. 1 way to differentiate is through reputation. Keep these three core principles in mind as you try to take advantage of the abundance of opportunity out there.
When working as a consultant, what is the best way to keep your distance from the client? And how much distance should there be between the customer and the consultant? This distance defines the relationship between consultant and customer.
You've read a PM book. You've taken an introductory course. Your PMP is firmly in hand. What's next? The challenge for project managers at this point is that there isn't a really good answer. In fact, there isn't really any one answer. The most honest and truthful answer is probably, "It depends." But what, exactly, does it depend on?
Does a project manager responsible for client-facing initiatives need a different set of skills from other PMs? And if so, what are those differences? What makes a good professional services project manager?
Three aspects of project management need to take center stage, and in many organizations they are especially neglected. These principles include project management as a career path, leveraging the value of technology already in place and using matrixed management to effectively deploy resources. A cutting-edge company will invest deeply in these three aspects and unleash the hidden potential of their people.
In this world of constant communication, being able to focus on one thing is sometimes a luxury--but a luxury that is sorely needed. Whether you are a detail-orientated expert or someone who is easily distracted, it is important to keep the following points in mind while managing projects.
Few of us set out to become project managers. Where formally developed skills are earned, they generally take the shape of process-based training. Taken as a whole, however, they don’t make up the full set of tools, skills and abilities that a project manager needs to survive--and thrive--in the long term. Thankfully, this well-considered guide to life skills for project managers is here to help.
Political skill, increasingly seen as a necessary adjunct to process and technical knowledge, is essential for project success. The author identifies the four dimensions — social astuteness, interpersonal influence, networking ability, and apparent sincerity — that are the components of political skill needed to achieve project goals.
Our PM skills are not standing still--they are changing and progressing, and we need to adapt to those changes because they are what people are learning today. Project management is an evolving discipline--are you evolving with it?