Regardless of how small or large a project is, there will be a need for quick and strong decisions. Following the critical steps in an effective decision-making process, properly defining the roles and responsibilities of stakeholders and applying group decision facilitation techniques can help project managers nail the act of decision making.
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Are you still operating with outdated assumptions and expectations? The stressful process of buying a new home and selling an old one proved to be an enlightening experience in project management and complexity for this practitioner.
How does a business analysis process put together requirements with more accuracy and less mistakes? Large and small projects for both large and small organizations have challenges; however, there are a number of ways to keep them to a minimum.
It takes much more than consistent paperwork and status meetings to satisfy a demanding customer. You certainly have to deliver the basics — timely reports and revisions, updated schedules, revised issues and risks lists — but sometimes that’s just not enough.
Outward negativity on projects can create speed bumps toward successful project completion and can cause project failure, which is a risk no project manager can afford to take. This article discusses how to overcome negativity on projects before it gets out of control. In doing so, it examines the different approaches required when turning around a bad attitude with team members, stakeholders and sponsors. Specifically, it identifies four types of team members whose actions foster negative morale. It then identifies sources of stakeholder negativity and suggests how project managers can turn off-putting stakeholders into project allies. Next, the article suggests how project managers can handle negative executive sponsors or negative clients. Accompanying the article is a sidebar that identifies five common negative traits.
Are you still blaming users for new requirements? Why is this all happening? Is it because of the lack of discipline among requirements holders, who just keep on asking for different things—often late in our projects—throwing a monkey wrench into our schedules and budgets?
Senior PMI leaders and representatives from PMI’s Global Executive Council recently appeared in an online video series sponsored by World Finance. The videos cover a range of topic areas, including a discussion on the full spectrum of competencies along what PMI calls the value deliver landscape.
Intentional money squeezing strategies produce detrimental effects in the industry. Which end of the equation do you fall on?
The holiday crunch is upon us. Need some help with client (and staff) gift giving? This writer has decided to be cautious in ordering corporate gifts that don't fall in the stoic mainstream and might be construed as moderately inappropriate or too frivolous...
How well do you know your clients? As we enter the holiday season, knowing what to give can be a tricky business.