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24 items found

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Ideas Win with Wider Input

by Linda Rising and Mary Lynn Manns

Leading change is not a one-person job. For a new idea or innovation to succeed across an organization, the effort’s “champion” should encourage everyone possible to contribute and claim ownership of some part of it. Diverse input also helps everyone learn more about the idea and their organization.

Implementing and Managing IT/Telecom Projects in Hardship Locations During a Pandemic

by Anthony Chukwunenye Akpu

Implementing large-scale IT/telecom projects in hardship locations is tough enough. With COVID-19, we need to implement new best practices in real time. Learn how to protect the health and safety of team members and address the new challenges and complexities presented by hardship locations.

Improvement Mindset

by Gil Broza

Good project teams form their processes from established best practices, but great teams are constantly on the lookout for changes to make them more effective or efficient. In part three of our Human Side of Agile series, we look at how you can help your team embrace the continuous improvement mindset.

Improvements As Experiments

by Gil Broza

When change is presented as a mandate or “best practice” there are often destructive consequences that undermine the intended benefits. A better approach is to reframe and carry out improvement efforts as experiments. This can facilitate deeper learning and team building, not to mention create added value in unexpected ways.

Improving Project Success Through Organizational Change

Cesar A. Portillo, DBA, MSIT, PMP, ASQ-CMQ/OE, ASQ-SSGB

Too often, well-intentioned managers begin project initiatives without thoroughly evaluating the organizational changes required to help ensure the initiatives are truly successful. Neglecting to include and properly communicate with employees can lead to resistance and project failure. The author shares two examples from his practice to illustrate how and what to communicate effectively to increase project support.

In Pursuit of the Fourth 'I': Ultimate Business and Project Management Strategy

by Debasis Chakrabarti, Manavasi Ramesh

In this article, with the help of theory, literature and real life examples, the authors try to explain innovation in construction projects while differentiating the same from invention. The article also discusses two more vital “I” words: improvisation and improvement.

In the Eye of the Project Storm

by Gareth Byatt, Jeff Hodgkinson, Gary Hamilton

Project managers must keep their teams (and themselves) calm when serious issues arise. What actions can you take to shield your team from the chaos? For one, deal in facts, not opinions. And focus on solutions, not blame. Here are some other suggestions for maintaining the calm eye of the storm.

In the PM Cockpit

by Moe Glenner

Both pilots and project managers are constantly addressing risk, change and uncertainty, filtering a steady stream of data to make decisions that have immediate and lasting consequences. Here are five behaviors, present to some degree in all of us, that left unchecked can make for a turbulent project flight, rocky landing or worse.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study

by Amrita Khadilkar

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced.

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One man can be a crucial ingredient on a team, but one man cannot make a team.

- Kareem Abdul-Jabbar