The most significant challenge for any project manager is when projects shift modes. The shift from startup to execution, and the shift from execution to closeout, requires a change in mindset. Each shift needs the PM to adjust their focus and emphasis--and a corresponding change to how they deal with people.
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Virtually everyone in the workplace has a job title, but does that concept have any relevance in 2016? Or should we be looking at a different approach? For most people reading this, you should be making resource and accountability determinations based on skills, not titles.
The July Book Club Q&A Closing Webinar – The Project Manager's Little Book of Cheats was packed with information, and below are the extra questions and answers that came out of that session.
Some project managers have an easy facility for eliciting detailed information from their stakeholders while others find it a struggle to obtain more than just a monosyllabic answer. While some of this variability can be attributed to the questioner’s competency in formulating effective questions, the circumstances under which the questions are asked--and how receptive and engaged the parties are in answering those questions--also come into play.
No, is only two letters but it is one of the most difficult words to say, especially to project sponsors. This article reviews the best ways for project professionals to communicate with project sponsors. It identifies five strategies to help project managers make their case: