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We live in an increasingly quantified world. It would strongly appear that this won't change much in the near future, but this creates a number of challenges--many of which aren't necessarily obvious. A significant challenge is simply what we often do with the data that we have.
Blasphemy, you say? While it's true that a formal quantitative evaluation is necessary, there's another side to that coin. You subjective analysis of a vendor can often be as important as the hard facts when making a final decision.
Project performance is ultimately determined by the project team. Our project management experience and training mainly focuses on the technical aspects of project control, yet we struggle hardest to manage the people dimension of our projects. Like every project, each project team has a unique dynamic. Project managers have a limited ability to influence that dynamic among team member interactions using formal methods. But these methods are limited in their effectiveness in enhancing project team performance.
Team interactions are mainly shaped by informal, personality-driven elements. Two methodologies can help project managers--and their teams--understand and work with the various behaviors and roles that affect team performance. If used appropriately, such team-profiling methods can be used to ensure that the right people are the best people to work on your project, thereby enhancing project performance.
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"It's kind of fun to do the impossible." - Walt Disney |
