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887 items found

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Lead From The Middle

by Dan Coughlin

Project managers are asked to lead wide-ranging teams and produce far-reaching results with little or no official authority. Consequently, their ability to lead is often directly related to their powers of persuasion. An executive coach offers four principles for influencing others, regardless of your title.

Be Objective, Part II

by Jim Johnson

Well-defined business objectives keep project managers and teams on track — and stakeholders honest. Cultivated from hundreds of workshops with IT executives and project professionals, here are three more key points in a series on developing clear business objectives, including the importance of speed, measurable steppingstones and ROI.

Be Objective

by Jim Johnson

As Yogi Berra once said, “If you don't know where you are going, you might wind up someplace else.” In the world of projects, well-defined business objectives help keep project managers and teams from getting lost. Here are some keys to developing clear business objectives, the foundation for any successful project.

The Discipline of Facilitation

by Karen Klein

Part of a project manager’s job description is facilitation — drawing out the best in a team and paving the way for a project to succeed. But you aren’t born with these skills, nor can you earn them with a diploma. Facilitation requires ongoing attention to nine disciplines, including detachment, engagement and even a sense of wonder.

Informed Uncertainty

by Karen Klein

On new development projects, uncertainty harbors opportunity. The challenge in evaluating each opportunity’s potential value is to replace vague assumptions with informed, quantifiable probabilities. Project portfolio management tools and techniques can help.

Leadership in Times of Crisis

by Winston Scott

Good leaders must not only be prepared for everything that might go wrong, they must come alive when faced with a predicament, large or small. A retired NASA astronaut shares five lessons on leadership.

I Can Think Clearly Now

by Luda Kopeikina

You know how you feel when you have a ‘light bulb’ moment, when suddenly the solution to a problem becomes crystal clear. What if those were regular occurrences instead of elusive moments? Here is how to eliminate three bad habits (often mistaken as qualities) that can cloud your thinking and decision-making skills.

Team Transitions

by Dennis Smith

The evolution (and de-evolution) of project teams is an ongoing process that occurs throughout the life of a project -- and an organization. How can project leaders, with an eye toward the self-organizing team model, better drive these transitions to improve execution?

Ready, Aim, Hire

by Pierre Monacelli

The success or failure of tomorrow's projects will depend greatly on finding the right people today to manage them. When interviewing candidates, look closely at these 10 areas of qualification. While time consuming, hiring "tough" is an essential upfront process that pays off, again and again.

To Build Or To Buy

by Terri Barczak

In pursuing a technology solution, many organizations confront a choice between outsourcing and doing it internally. Given the emotional nature of the decision, executives tend to focus on so-called objective factors such as resource availability or staff experience. But one subjective factor should not be overlooked: development motivation.


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If a woman has to choose between catching a fly ball and saving an infant's life, she will choose to save the infant's life without even considering if there is a man on base.

- Dave Barry