Project managers become project leaders when they go beyond the technical mechanics of assignments and actively focus on the link between execution and strategy. Interpreting, anticipating and leveraging are among six essential business skills that you can continuously develop to realize your full leadership potential.
Project management leaders must see the links and barriers between strategy and execution, bring context to data, and communicate up, down and across their organizations, says Tim Wasserman, director of the Stanford Advanced PM program. Here he discusses the program’s Strategic Execution Framework.
The most successful leaders share a quality in common — they adapt creatively to challenges and change, says clinical psychologist Leslie Pratch, author of a new book on how to use personality assessment to predict leadership performance. Here, she explains what active coping is, and why it’s important.
Many project managers view process-driven work as boring and rigid, the antithesis of agile methods. But all projects can’t be sexy change initiatives. Here are three benefits that project managers can gain from embracing process discipline along their professional development path.
by Cornelius Fichtner, PMP, CSM and Scott Coonrod, PMP
Preparing to take the PMP exam can be a stressful experience, but less so if you get acquainted with folks who have recently passed it. Fortunately, there is a forum to connect you with new PMPs who share their lessons learned and tips on passing the exam.
Brett Harned talks about the emerging community of digital project managers and the upcoming Digital PM Summit, which provides a forum for these highly visual, creative people who don’t necessarily have a project management background but are seeking ways to better manage budgets, schedules, teams and clients. [15:00]
An OPM cook follows a project management recipe (process), whether or not it is right for the particular meal (project) being served. An OPM chef can adapt the recipe, or create a new one, to align with a project’s characteristics. There is a need for both types.
With 40 years of experience leading projects in a variety of industries, Marty Wartenberg has also influenced countless other projects through his efforts in the classroom. Here, he shares some field-tested advice for practicing and aspiring project managers, including the importance of trusting your own judgement.
In this new series, we address the Occasional Project Manager, a professional found in thousands of organizations, working on a variety of initiatives with minimal guidance. A majority of OPMs have no interest in a project management career, which is why they need an adaptive framework that applies to their work realities.
All leaders leave a lasting impact. What’s yours? And is it the legacy you want? When you can align who you think you are with how others perceive you, you’ll be the kind of leader people naturally gravitate toward, and your enduring mark on the world will be a positive one.