In business, disputes happen. They are an unfortunate, but inevitable, consequence of the financial interests of the supplier and the customer. What happens when we, as project managers, are faced with a customer who says they are not happy, who refuses to pay or who threatens legal action? What steps can we take to address this challenge?
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Judgments about past events are modeled by our egos, beliefs, prejudices and expectations. This is known as cognitive bias. Therefore, since lessons learned sessions review past events, it’s important to be aware of bias risk. Here are some cognitive biases you can find during a lessons learned session.
Facts and figures help us detect findings. But let’s imagine that a lessons learned session—rather than starting with guidelines—begins with a fluid narrative (a story) presented by the facilitator (the storyteller). What kind of impact can this have?
When you think of the leaders who look at your status reports as users, the look and feel of the report you use may be inadequate. Give leaders the information they need in a compelling manner by using design thinking to make improvements in how information is presented.
A key component to project success is the project manager’s ability to facilitate diverse groups toward discovery or consensus decision making through effective meeting management. Keep these tips in mind to keep your audience engaged.
When it comes to a person’s career, every individual is responsible for their own learning and development. The best way to take responsibility is to build your own learning culture. Here are four steps to help you get started.
All projects have benefits, even those that are “just an upgrade.” But creating energy and receiving buy-in from the project team is oftentimes much more difficult on smaller initiatives. Here we learn some actionable items that can be used to keep team members engaged and focused on the reasons behind the technical work.
One of the major reasons for project failure is the occurrence of unforeseen events that disrupt the smooth running of the project and cause irrecoverable deviation from the plan. How can we help minimize the risk when it comes to scope definition in construction projects?
When economic downturn presented challenges to the insurance industry, a leadership council was convened to lay out a strategy to improve operational effectiveness. But the tension between urgent business needs and the project discipline required for appropriate action led to unintended results.
Organizations have long acknowledged the role that strategic planning plays in future success. Here we discuss the role project management can play in strategic implementation, as well as the function of the PMO—particularly the enterprise-wide PMO within this context of strategic implementation, using project management to drive the process.