Some innovations and sci-fi level technologies that we once only imagined in the movies (Internet of the Body? Thought-driven prosthetics?) are just around the corner. Is this something we should applaud or fear?
As the year draws to a close, a number of companies are preparing their overall performance report. Executives show achievements, while “excusetives” show creative justifications. How can you prevent the latter?
Why is everyone so scared of saying "no"? While some may see it as a sign of defiance or challenge, the answer is often in your best interests. Here we explore a simple yet serious communication conflict.
IT departments — and project teams in general — need to build a more collaborative, two-way relationship with the business side of their organizations, serving as an advisor and strategic partner. Sometimes that means knowing when to say “no” in order to prioritize needs, align work, and innovate solutions.
Creativity is one of the most important traits a project manager can demonstrate, but let’s also recognize that sometimes the standard approach is the right one. Creativity has to be applied in the right situations and in the right way.
Yes, folks…you do need to create and maintain a governing program organization chart for your large-scale project and/or program. It sounds simple, but the effects and gains can be dramatic if it is applied correctly. Keep these tips in mind to ensure success.
The four guiding principles of Agile project management can be compared to the Chinese concept of yin-yang. They are "opposing ... mutually rooted ... mutually transforming ... and mutually waxing and waning." By better understanding how these principles work in harmony, project managers can then translate them from concepts into concrete actions.
The ability to fully support and enable your team to grow, and at the same time challenge and stretch it, is a skill that can be learned and honed over time. Let’s look at how you can do this by using the concepts of yang (which pushes continous improvement and innovation) and yin (which steps back and enables the team to do so).
Management is important on projects, from juggling tasks to managing schedules and risks. But it’s not enough. It’s leadership that sets us apart. It’s time to start thinking like and becoming a project leader. There are no short cuts.
Project managers often see themselves as problem solvers, but that’s not quite the right way to look at things in every situation. Problem solving shouldn’t always be the project manager’s job...at least not directly. Are you enabling your team members to solve problems?