The fast spin of technology demands that we have a dynamic workforce we hire with the notion that we want to keep talented members on board indefinitely—much of which can be accomplished with a vision of constantly developing and enhancing their abilities.
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Project managers have a responsibility to their teams to be a leader, and leaders put pressure on themselves to be mistake-free. But having to be "right" all the time is a detriment, not a benefit. Here are some ways to deal with the want or need to be right…
It’s a very strange thing, but we don’t really like success. We don’t embrace it. We often forget to celebrate it. We very frequently look upon the idea of rejoicing in success as an unproductive and unnecessary frivolity. But it doesn’t have to be this way...
How do you maintain team spirit and motivation when times are tough? Despite the best efforts of you and the team, you can’t always bring the project in on time, budget, scope and quality. However, that doesn’t mean that the rewards of maintaining a positive team environment aren’t there.
Project managers have never had it so good. Much of their administrative work is now handled by automated tools, freeing up a significant number of hours. How is that time best utilized?
What is your PMO’s reputation among the PMs it serves? There could be a lot of distrust. Through experience, one manager discovered some potential problem areas that you may want to look at in your own organization.
Long thought to only be useful, beneficial and cost effective to larger firms, smaller businesses are also able to incorporate the advantages of a learning management system—a software application/service that helps organizations track, document, report and deliver educational courses and training programs to a workforce.
In today’s world, what exactly does a great project manager look like in terms of skills and abilities? That’s not an easy question to answer, especially as we all grapple with the pandemic.
A former Sports Illustrated editor interviewed 120 leaders in sports and business, from the head men's basketball coach at Duke to the CEO of Southwest Airlines. The resulting book distills 16 habits that organizations do differently to build and support high-performing teams.
A project manager has many responsibilities to the team. Some (direction, communications) are more obvious than others (providing context, looking for training opportunities, maintaining a work-life harmony). Obvious or not, these activities are essential to developing high-performing teams that deliver successful projects.