How does a project manager ensure optimal performance from remote team members, and how do corrective actions get implemented effectively?
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In the highly competitive world, getting products to market quickly while being both flexible and adaptive to change is critical. The answer to this challenge is Scrum, an iterative, incremental methodology for project management often seen in agile software development. Here we look at recommendations for proper implementation of this unique and useful process.
Innovative solutions require high levels of ongoing collaboration and feedback, intermingled with periods of focused creation. One of the keys to creating engaging collaboration is emotional assertiveness.
Executives, entrepreneurs and managers often take their turn at being emotionally aggressive in order to align others with their vision. Is this appropriate?
With training professionals and infrastructure staff being trimmed away or asked to take on more functions due to economic stress, people are not getting the information they need in order to get productive quickly. It's too bad you can’t just start running right out of the gate…or can you?
There is a lot of talk about employee engagement — and for good reason: it’s an indispensible ingredient in any organization’s long-term success. But in the context of projects, which have defined timeframes and activities, the dynamics of engagement are different and perhaps more challenging. Here are six strategies for getting team members involved and committed.
Just having bodies in seats is not enough for success; it needs to be the right bodies at the right time. When a project involves a consultant, it is important to evaluate the resource and not take their resume or proposal at face value.
Establishing a small "brain trust" to develop project estimates might seem like a reasonable way to optimize resources, but it goes against three closely held Agile principles. Worse, it will likely lead to less accurate estimates, while disengaging the team and undermining value.
Three aspects of project management need to take center stage, and in many organizations they are especially neglected. These principles include project management as a career path, leveraging the value of technology already in place and using matrixed management to effectively deploy resources. A cutting-edge company will invest deeply in these three aspects and unleash the hidden potential of their people.
There will always be a reason why some team members just don’t believe it’s possible to give you the information you need in the way that you need it. So how do we deal with the "everything’s an exception" belief without damaging the relationships within the team?