When a company and its PMO was divided in two, this practitioner learned a lot about teamwork, talent management and leadership as he tried to steer the projects—and the organization—to success.
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As more organizations recognize (and research confirms) the high-performance benefits of empowering project teams, how do we balance the general value of standardized agile approaches with the greater need for teams to choose their ways of working?
Communication with a co-located team, or a team that is able to meet in person, is difficult enough. Communicating with a distributed team is even more of a challenge. Here is some advice for making it work for everyone involved.
As leaders in project management, we must take initiative to implement new best practices for our projects. Effective use of conference calls is one of the simplest yet most overlooked ways we can actively lead and improve efficiencies on our projects.
One of the biggest differentiators between a successful project and a failing one is the amount of respect present. This is relevant to anyone associated with the project—in any role, and at any time. Does your project exhibit these four types of respect?
Project management relies heavily on teams, and teams need to communicate and share project information and techniques. With virtual teams and remote sessions increasingly becoming the norm, it is essential for project managers to be adept at leading virtual sessions. These techniques will provide the foundation for a great virtual session.
In The Project Economy, organizations recognize they need teams with a full breadth of perspectives and skills. And that requires true diversity. Read more in this PMI Pulse of the Profession® In-Depth Report.
How does work from home impact our use of agile approaches? If co-location is no longer possible, can we still be agile? Let's address the co-location question and look at agile practices in remote work situations.
After you've assembled a cross-functional innovation team and aligned around a goal, it's time to start using metrics and data to track the most important things, supported by a scorecard that everyone can see. This will help establish a rapid rhythm and generate positive velocity on your innovation journey.
Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.