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1071 items found

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A 10-Step Plan For Powerful Teams

by Dennis Smith

Many factors will influence an enterprise transformation to self-organized teams, from the willingness of project sponsors to the makeup of the overall portfolio. As such, there is no universal template for success, but here’s a 10-step framework to help design and manage the transition.

The Communication Imperative

by Ireti Oke-Pollard, MBA, PMP

Project managers must create an environment in which team members understand that communication is part of their job description. They should be comfortable sharing bad as well as good news, and encouraged to offer solutions. It all starts with upholding your end of the bargain.

Improve Your Status

by James T. Brown, PMP

Some view project status as a necessary evil; done poorly, it is. But many successful project leaders use the status process to add value to their efforts, including better communication with management, team members and customers. Here are some proven ground rules for preparing and presenting effective status reports.

The PPM Pushback Problem

by Karen Klein

As more organizations adopt project portfolio management to align their initiatives with strategic goals, some are finding the process stymied by significant resistance from project managers and rank-and-file employees. Here, professionals who have traveled the PPM road offer tips on making the transition smoother and more successful.

Can We Call a Truce?

by Jeffrey Krivis

Whether two key team members are fighting or a client is growing increasingly disgruntled, workplace conflict imperils projects. You can step in and help solve the problem. Here, a veteran mediator shares 10 experience-based tips for negotiating workplace conflicts.

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.

Choose The Right Team Model

by Gary Topchik

There are four different ways you can structure, organize and manage your teams. These four ways, or team models, have different communication and decision-making styles. As a project manager, you need to decide which model best fits the people you manage, the nature of their work, and the culture of your organization. But first, there are three factors that determine the best way to set up a team.

Perception and Reality in Stakeholder Management

by Michael Wood

Even when everything seems to be going well, things may not be as rosy as you think. All the facts might point to success, but perceptions can often trump that reality. Here's some practical advice on aligning how things are and how they appear.

Team vs. Team

by Louellen Essex and Mitchell Kusy

Here are nine signs that unproductive or dysfunctional behavior between teams is likely. If you see some of them, act quickly to reduce their intensity or frequency, and begin collaboration building.

Preserving Knowledge the Right Way

by Michael Wood

So much information, especially in IT, is shared on a "need-to-know" basis. Unfortunately, when you really need to know, you may have already lost vital pieces of that information. This is where a formal Knowledge Transfer process can save the day.


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