Project Management


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Agile 101: Larger Teams

by Tom Mochal

Agile says less is almost always better — less documentation, less process, less intrusion from management. So how can a “less is more” approach be applied to complex projects with larger teams? By creating sub-teams that still work independently, but do much more of one thing: collaboration.

Communications 101: Stakeholders

by John D'Entremont

For any and all projects you lead, a constant mantra should be “keep the stakeholders involved.” It will help you to get ahead of potential risks and changes to scope as your project moves towards completion, and it will be critical to its ultimate success. When in doubt, overcommunicate.

Project Liftoff

by Ainsley Nies, Diana Larsen

A rocket won’t overcome gravity's pull without the right trajectory and energy. Likewise, a project needs systems in place at launch to have a chance of soaring. In this excerpt, we set the stage for a successful liftoff, which requires a shared understanding of team roles and objectives. An agile chartering framework can help.

The Social PM Approach

by Catherine Constantinides

Product development requires a unified, collaborative team effort. A social project management framework, combined with the right social tools, helps to connect team activities to the product development process and stakeholders. The benefits include increased visibility, more accurate estimates, responsive, real-time analysis and streamlined workflows.

One For The Team

by Aaron Smith

Establishing productive working relationships with your project team is as critical as building the plan, managing risk or reporting to stakeholders. It requires accessibility, adaptability and authenticity. Here are seven principles that can help you help your team members maximize their individual and collective value.

Some Skin In the Game

by Ty Kiisel

A huge challenge we face as project leaders is creating an atmosphere where everyone on the team takes ownership of their tasks and the bigger picture. To get people to commit on a deeper level, tools need to go beyond status updates; they need to provide transparency and visibility into the meaning behind the work.

Bridging the Gap

by John D'Entremont

Managing conflict among key project participants can be a tricky proposition for project leaders. Most conflicts can be resolved through dialogue and compromise, but sometimes you are not going to be able to broker a resolution and you have to make the call that keeps your project on course. Here are four fundamental steps for managing conflict.

Project Leader Health Check

by Andy Jordan

As the year draws to an end, it’s a good time for self-examination, professional and personally. For project managers, it’s important to conduct an honest assessment of your leadership and communications performance this past year — and identify opportunities for improvement in the coming year.

Trust Acts

by Timm Esque/T. Michael Porter

As projects become more complex and uncertain, there is a paradox: the more you tighten controls, the less real control you achieve. The solution is to implement a coordinated set of “trust acts” at all levels. It turns out that the people working on high-stakes projects really do care about success.

Silo Busting


Operational silos are a huge barrier to program management success. In this podcast, Deltek’s Jason Kinder discusses how an integrated PM approach can break those silos down and bring together people, processes and tools to improve six keys areas: forecast accuracy; collaboration; risk and opportunity management; PPM; change management; and actionable information. [6:08]

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"I would have made a good Pope. "

- Richard M. Nixon