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1071 items found

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Raising the Bar with Agile

by Charlie Rudd

With an Agile approach to performance improvement, people are seen as the source of value, rather than the problem that needs fixing, and tools and processes are designed to free teams to perform the irreducible activities that only people working together can accomplish. Here are some best practices for aligning the needs of people, teams and organizations.

Community Works

by Karen Klein

Remote worksites, international time zones and dispersed teams can isolate project managers and stymie their problem-solving efforts. But communities of practice may help, connecting them with like-minded individuals and the tools to approach issues collaboratively. Here are five ideas for improving project collaboration through CoPs.

Intuitive Touch

by Kathleen Ryan O'Connor

For the world’s largest processor of credit card transactions, real-time collaboration with no geographic constraints was the only way to get a handle on a slice of some 4,000 projects. It turned to a highly configurable project portfolio management application that emphasized social networking, visibility and usability.

10 Steps to Better Product Management

by Michael Lester

The role of product manager is one that is poorly understood, with different interpretations among organizations. But whether you’re working for a small software company or a big consumer electronics manufacturer, these ten steps can transform product management from being a reactive tactical process to a strategic asset.

Twitter Me This

by Bob Tarne, PMP

Twitter is getting a lot of hype these days, but can the social networking and micro-blogging utility serve a practical purpose in the world of project management? Yes : )

Can’t We All Just Get Along?

by Shari Frisinger

Project managers have the difficult task of overseeing diverse teams, and finding ways to motivate and keep them functioning in harmony. While this often may seem like an impossible task, especially as organizations cut resources and spending, it’s doable. Understanding these six workplace personality types can go a long way.

Air Force to Austin

by Kathleen Ryan O'Connor

The former senior vice president of program management for USAA is the new “executive in residence” at Planview, where he continues to help organizations marry IT results with business goals on a global scale. Here, he shares some lessons learned and advice for project managers.

Managing Global Project Teams

by Aaron Nurick and Hans Thamhain

The challenges of managing culturally diverse and globally dispersed teams are examined in this field study of technology-intensive product developments. The findings provide insight into the business processes, organizational conditions and managerial leadership style most conducive to high project performance in these environments. The paper also suggests a framework for assessing leadership effectiveness, and recommendations for building high-performance multinational project teams.

Parachute Projects

by Kathleen Ryan O'Connor

When you're catapulted into an ongoing project, the situtation is often volatile, potential minefields abound, and there isn't much time to ramp up and get the existing team on your side. Revamping plans and schedules is almost always critical, but rarely sufficient. Here are seven best practices to hit the ground running.

How Do You Woo?

by Kathleen Ryan O'Connor

A veteran Belgium-based project manager and current learning specialist at IBM shares his experiences on major projects in China and France, as well as the challenges of securing executive buy-in and working with different cultures.


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