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If people know that you are an external contractor, you are viewed differently than if people believe you are an employee of the same organization. This creates unnecessary barriers that prevent relationships from ever properly developing, increasing the chances for problems when the project experiences challenges. It doesn't have to be this way.
Stress, surprises and communication failures—especially in a virtual environment—are ever-present threats to our project success. Unfortunately, project managers often have a blind spot when it comes to their teams.
Is there benefit in having a PM stay with the same team through multiple projects, or would everyone be better off if project managers led different teams—even if those teams were themselves fairly stable?
Distinguish yourself by fostering inclusion to maintain project team productivity. Start by building from organizational policies and training—then apply that guidance to team and individual interactions.
Question: Due to my special skill sets, I am often asked to move between teams, most of them virtual. Since each team functions differently (especially as we try to survive by being more flexible and responsive to the customer and also work from home), I find it difficult to remember how each team interacts and how to know the unspoken rules they use to run their projects and their online meetings. Is there any method that a team can use so that members, plus those of us who come in and out as needed, know how to adjust our behavior—and how they can standardize their own?
In a world where social distancing has become the new normal, product teams are learning how to stay efficient despite an almost instantaneous shift to remote working. But what impact has this shift to remote working had on product teams? And what tactics should we be adopting?
One of the misconceptions a lot of new project managers have is the idea that teamwork is something that is only required some of the time. That’s not real teamwork. We must learn to create the environment and let the work happen.
Question: Unfortunately, we were just starting a new agile team process as circumstances forced us to begin working from home rather than in the office. Since one of agile’s important principles is working as a small, collaborative team, this makes it difficult for us. How can we continue to get the best value for our company by working together even though we are no longer collocated?
There is still a tendency to equate success with "hard work," and "hard work" with long hours. But one of the most important things we have to learn to become effective leaders is when the time has come to do nothing.
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.
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"Weaseling out of things is good. It's what separates us from the other animals....except weasels." - Homer Simpson |
