Project Management

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2969 items found

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Take The Guesswork Out Of Peformance Assessments

by David Whitemeyer

Replacing a team member can be a difficult and time-consuming process, from sifting through endless resumes to conducting interviews to on-boarding the new person. By effectively conducting formal reviews, supplanted by informal evaluations, project managers can address team members' weaknesses, reward their good work, set future goals and implement an improvement plan, thus rendering the replacement of a team member less likely. This article explores ways to take the guesswork out of three evaluation conundrums when it comes to assessing team members' performance. In doing so, it reports the results of a 2011 study--conducted by Harris Interactive--showing that organizations risk 250 percent of an employee's salary in turnover costs because of poor performance management processes, including performance reviews. It then identifies three challenges that come up frequently during the review process and provides a solution for each challenge. Accompanying the article are two sidebars: The first sidebar lists three questions for every review; the second sidebar details the perfect type of review.

Take the Long View

by Janis Rizzuto

Shortsightedness can shortchange your organization on the benefits of project portfolio management. A top PPM analyst shares best practices on how to embrace the big picture and how evolving PPM tools can help.

Take the next step toward Risk Management excellence!

by Carl Pritchard 
August 20, 2012 | 58:21 | Views: 443 | PDUs: 1.00 | Rating: 4.28 / 5

In this powerful presentation, leading author, presenter, and risk management expert Carl Pritchard walks you through 5 more risk management traits your organization should cultivate, and explains how to do it. * Learn about the importance of concrete risk tolerances, and when to consider softening them. * Know when to run the numbers, and when to ignore them. * Discover how to predict your project's future by watching the present and the past

Take Time to Read Your Story

by Christopher Cook

Your project does not need a leader that exists based on a template—it needs someone willing to push past comfort and embrace the truth. Have you ever sat down to read your own story? Instead of trying to be like someone else, start to create a story worth reading. Think of it as lessons learned based on your adventure—one that you are writing every day.

Take Two Aspirin and Call Me in the Morning?

by George Ball

Just like aspirin, a little KM can do a lot of good. If you're not sure where to get started in your KM efforts, focus on the pain spots. Read on to find out how you can see real bottom-line results.

Take Two on Change

by Angela Workman-Stark

With 70 percent of change initiatives doomed for failure, many executives are hesitant to lead or champion efforts that so often do more harm than good. But after disbanding a change initiative in 2008, the Royal Canadian Mounted Police applied several lessons learned and found success in transforming its governance, culture and accountability.

Take Your Time to Go Faster

by Andy Jordan

Organizations who are now embarking on agile adoption are feeling pressure to “catch up” with their competitors. But when “late adopters” of agile try to make up for lost time, it can cause problems.

Taking A Risk Plunge

by Kathleen Ryan O'Connor

Managing risk is not exclusively about minimizing it. Risk is also about maximizing rewards. Here, a lead project manager shares some thoughts on “playing it safe” to stay on track and avoid issues versus “taking a plunge” to pursue an unexpected opportunity.


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