The truth is that a project kickoff meeting can make or break a project. Done well, the kickoff meeting can set the project on a path for success, but a nightmare kickoff meeting can wreak havoc for months to come. These are a few simple secrets that can make a huge difference in the effectiveness of your next project kickoff meeting. If you're already familiar with kickoff meetings, no worries. This presentation isn't a soup to nuts overview of how to run a kickoff meeting. Instead, we'll identify several specific techniques that you can throw into your bag of tricks to avoid common pitfalls and move your kickoff meetings from good to great!
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Virtually everyone agrees that projects benefit significantly when team members and key stakeholders speak up to ask questions, voice concerns (early!), and provide honest feedback. It’s that candid feedback that helps teams arrive at better decisions and sometimes avoid all-out calamity, but the truth is that oftentimes team members (even PMs) don’t feel free to speak up. In most organizations people are hesitant to speak up because they don’t want to make waves, go against the grain, ask “stupid questions”, or be viewed as difficult. Indeed, most organizations don’t have a culture of candor and their projects and project results certainly may suffer as a result. A key challenge that Project Managers and organizational leaders face is how to develop a culture of candor. It’s easy enough to say but hard to do. This presentation shares specific techniques that project managers and team leaders can use to build a culture of candor within the team. We’ll explore best practices that will help leaders not just talk the talk but walk the walk as well with their teams.
Almost all leadership books assume that the leader has authority over their team members. The challenge for project management in a matrix-structured environment is that this is not always the case. To deliver in an organization where the project manager does not have formal authority a whole new plan of attack has to be executed.
When you work in a culture that aligns with your personal values, you feel energized. You are motivated and committed to the welfare of your colleagues and the success of the endeavor. Releasing this level of energy is critical to building a high-performance culture and successful business.
You just cannot go unnoticed through a high-performance organization; there the difference is felt instantly through the work environment. The enthusiasm is prevalent and the team-members are energized. They have purpose and they are working together to get things done.
Project management is not an exact science as much as we want it to be. People are dynamic. They change hour to hour while projects last months or years. As a leader, project managers have to deal with these dynamic individuals on a daily basis. There is not a science that has come up with an equation to solve the mental mysteries of team members.
One of the most prominent Management buzz phrases is “Organizational Culture”, and given the difficulty most organizations encounter as they attempt to change their existing ‘Culture’, or even as they try to define it, 'Culture' would appear to have almost magical incomprehensible properties. Defined simplistically, 'Culture' is a collection of specific behaviours that are in synch with the often unstated values of the organization, and it supports and reinforces a sometimes similarly unstated vision of our work environment. The assumption is that If we know our values, our vision, and If we can specifically identify the currently existing behaviours, then we might be able to define and implement better replacements. If we can do all this, then perhaps we can put together a transition plan to move from the existing ‘undesirable culture’ to the more desirable 'future culture’.
Project Management relies heavily on people to design and deliver services, products and results. So how can a project manager ensure that his/her project won’t suffer from problems linked to people issues?
The Technology Fallacy: How People are the Real Key to Digital Transformation, especially during COVID-19
Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This presentation offers managers and business leaders a guide for navigating digital disruptions—but it is not a presentation about technology. It is about the organizational changes required to harness the power of technology, many of which have become essential as companies seek to adapt to the global disruption caused by COVID-19.
In this webinar the project RMS Titanic is explored to show some common causes of failure in projects.