Ignore emotional intelligence at your own risk. As a project manager, much of what we do is based on exercising EI. We are responsible for inspiring, motivating and influencing team members—and we must use EI first to get our mental health in order, then to help promote collaboration.
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Approaching strategic thinking or problem solving from a prescribed means is rarely productive. You can use tools and frameworks out of the box, but one needs a more tactically considered approach to be effective. Is it time for an analytic tune-up?
We increasingly talk about the need for project managers to be more strategic in their thinking, but what does that really mean? How can a PM make a direct connection between abstract concepts and the work that they do every day? And more importantly, how can they help their teams make that connection?
After reflecting on the long history of a pro sports team’s failure to win a championship, this project manager saw many parallels in the mistakes he made leading a software team. Are you committing these five fouls?
Holding a retrospective during a crisis is a completely different process than it is during less stressful times. As a PM, you should be aware of the appropriate methods to use when this happens. A practitioner from Ukraine shares her experiences.
Project management uses a lot of templates, but don’t confuse the tool with the job that needs doing. When we document items in a template, there is a tendency to think that everything is under control—and that can be a huge mistake.
When Agile emerged on the scene, it was a dramatic alternative to the way that projects were traditionally delivered, forcing organizations and teams to rethink what they were doing and how. But now that Agile is mainstream, what’s the Next Big Disruptor?
SMART goals can help set realistic, measurable direction, but they are often too rigid for an agile team. An alternative framework known as CLEAR allows teams to adapt as they learn, going beyond set metrics and fostering collaboration to produce better outcomes.
For decades, predictive project management approaches have been applied with success. But now more than ever, more flexible (and faster) decisions are required in complex construction projects—where change of scope is frequent, and the need for new factories is crucial to remain competitive.
Organizational change management helps ensure that changes are implemented smoothly and efficiently, and that they are aligned with the overall goals and objectives of the company. But how do you approach it differently in an agile versus waterfall environment?