Being a good steward of organizational resources includes making sure that the time spent in meetings is worthwhile to all attendees. Defining your meeting’s purpose and desired outcome will go a long way toward improving its return on the investment.
Despite our best planning efforts, unexpected events will bring problems to some projects. When they do, resist the temptation to respond in an ad hoc fashion to get back on track. It’s better to perform a formal assessment and make changes with the same care that went into the original plan.
For small projects and teams, a spreadsheet can be a viable management tool. Problems arise, however, when organizations, teams and projects grow in complexity. In this era of dramatic technological advancement, a surprising number of larger enterprises are still struggling to wean themselves off “the sheet.”
High expectations for project managers are a good thing. Sometimes, though, it might be nice to be able to shed all of the emotional and intellectual equipment we wear to get our job done — to let others to get a little different perspective for who we are.
When managing a project, do unfolding events often overwhelm your plan, casting aside all the time and effort you spent carefully crafting it? Here is a framework for keeping your plan relevant, with your team focusing on today’s work and you staying one step ahead of the issues that can impact the "big picture" down the road.
Maintaining control of your project is a good thing. Controlling people is not. Still, you need your team members to provide reasonable status updates on their work. So how do you “trust but verify” without crossing the line of managing the project to micromanaging the people?
Project schedules are idealized predictions of the future. Execution is about dealing with reality. In this new series, we look at the elements of effective execution, from managing milestones and assessing current status to dealing with change and balancing the big picture with the details.
Project managers may not have formal authority, but they can develop certain types of power and can use it to influence stakeholders, sponsors and other key players. This power relies on building trust, knowing what your talking about, and having the courage to recommend the right things.
You can do better than subscribing to the slam that you only know an Agile project is complete when the budget is gone. After some initial assumptions, you can determine estimated duration and cost of your project within a couple iterations — an estimate that becomes more accurate as velocity is established.
This preview of the results of a global study on IT resource and capacity management processes and maturity levels focuses on the gap between current benefits that many organizations are achieving and where they hope to go.