Does the team always come first? To a point. Strengthening and developing the team is the most important deliverable of any project—but that mantra can be used as a weapon against the PM.
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When the team seems to be working on a different plan than the project manager, what’s going on? And what needs to be done about it? A challenge for new project managers is figuring out the reasons and correcting things.
How are you with uncertainty? Do you revel in the possibilities or crave closure? Agile methods have a very different approach to requirements management that some people find empowering...and others find infuriating.
Change to a project means the potential for resource relocation, budget mishaps and delayed deliverables. It is important to have an evaluation process in place for the change requests that come in. Setting these guidelines will ensure that everyone is on the same page and responds to change requests unanimously.
Claims arise in a project mainly due to lack of clarity in scope and specifications, ambiguities in contract clauses, interface scope with other projects, site conditions and time constraints. Here we discuss various scenarios and issues that can arise during project execution—along with possible solutions to address the issue of claims management in construction projects.
Dealing With Conflicts in Projects: Viewpoint of Different Stakeholders During Product Conception Engineeringby
How can one deal with delays on the approval of engineering documents in projects? Stressing the need to balance expectations between suppliers and customers, the author explains the triggers that lead to divergences on deliveries and a method to reduce the occurrence of comments having low relevance in engineering documents.
Everyone gets a difficult customer every now and then. The project manager must learn to deal with them while getting the job done at the same time. Having a planned approach ready can help create a positive outcome.
Delays in engineering, procurement and construction projects almost feel inevitable. However, they can be avoided if we understand and identify their causes before the start of the project—and try to mitigate the gaps during the project lifecycle.
No matter which personality type represents a “difficult person” for you, as a project leader you must learn to effectively deal with them.
There's no getting around itsooner or later, you're going to have a client or co-worker who's a little hard to handle. Understanding personality types and catering your style of communication are the keys to managing these difficult people successfully.