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1835 items found

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Can We? Should We? Are We? The PM as Business Representative

by Mark Mullaly, Ph.D., PMP

There is a caution that needs to be raised and addressed as we encourage project managers to build their strategic, business and leadership skills. We need to be clear about why these skills are needed, and how they are expected to be utilized.

Can Workface Planning Boost Your Field Performance?

by Olfa Hamdi

Across many construction industry segments--and in many parts of the world--labor productivity remains a serious issue, and one of the biggest challenges of the execution phase. Can workface planning help?

Can You Know Too Much?

by Andy Jordan

Forget what the PM's background is, forget where their expertise lies. What is the optimal amount of business knowledge that a PM should have on a project? How well do they need to understand the business to be successful? Are you becoming the man or woman who knew too much?

Can You Process This?

by Vincent McGevna

What’s the quickest way to do a project? Do it right. And contrary to a popular backlash, processes can help. The key is understanding what process is necessary for the work at hand, and determining how it should evolve as things change. It’s not about bureaucracy, it’s about meeting the needs of your project.

Can You Relate?

by Andy Jordan

When you find yourself working with team members whose perspectives, motivations and approaches are different than yours, you must walk a fine line. You can’t abandon what has worked for you in the past, but you need to relate and adjust to the new dynamics — or risk resentment and failure. Here are some suggestions.

Can You Review?

by Elizabeth Harrin

If you are asked to review a project, you’ll want to provide what you would expect to receive if the roles were reversed: concise, unbiased insight into the project’s health, and, if appropriate, actionable recommendations to improve it. Here’s expert advice on how to prepare for and conduct constructive project reviews.

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