Project Management
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12 items found

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Peer Mentoring for New Distributed Team Members

by Mark Kilby

When first leading distributed agile teams, a key challenge that can sneak up on you is onboarding a new team member. You cannot show them around the office. How can you possibly get the new person oriented to their new organization and their new team?

Performance Evaluation in the Software Industry

by Haoze Zhang

Even though we consider software engineering as an extension of mathematics, measurement of the developer or team’s performance is very subjective. In the end, most of the time we only look at the deliverables. We need to embrace the human element to realize success and innovation.

PM Candidates, Personality Tests

by Aaron Smith

Many companies are incorporating personality assessments into the hiring process to gauge cultural fit, leadership potential and other elusive factors. Here an organizational development expert discusses the value of these tests, a tip for weeding out unreliable ones, and a 10-point checklist (plus three questions) that can help identify promising project managers and team members.

Power to the People Skills

by Rachel Zupek Farrell

While delivering projects on time, scope and budget are key parts of every project, success ultimately comes down to the right people doing the work. This article discusses how organizations can gauge people skills and identify red flags in potential job candidates during the hiring process. In doing so, it reports the results of the 2012 Workplace Issues Report--conducted by Six Seconds--showing that those who use emotional intelligence as a basis for leadership outperform their peers by 32 percent in leadership effectiveness and development. It notes how technical skills are easier to determine during an interview than soft skills. Before identifying which skills to target in an interview, you must first define the high-performing project manager for your particular organization. Once you know the skills you're targeting, you can identify the right questions to ask in an interview. It then lists five questions that can be used during an interview with a potential project professional to determine if he or she possesses the people skills you seek. The article then identifies warning signs that may be observed in potential candidates. It notes that warning signs of subpar communication skills can be detected by paying attention to body language, voice and tone. Accompanying the article is a sidebar discussing the value of people skills.

Predicting Human Productivity

by Lanfranco Fiorentino

This article deals with workers and productivity. It approaches the problem from a numeric point of view, trying to give a value to different types of employees and factors that may come into play.

Profit, Productivity, and Peace—The Business Case for Eliminating Workplace Bullying

by Paul Pelletier, LL.B., PMP

Bullying can be as harmful to business profits, productivity, and workplace harmony as it is in other areas of society. Despite this, the majority of organizations throughout the world remain ineffective or unmotivated to prevent or confront workplace bullying. Perhaps the answer is to focus on profits, financial incentives, and ROI. Ending bullying is just plain good for business.

Project Management and the Learning Organization

by Jon Quigley, Shawn P. Quigley

Most people have heard of the term "learning organization." However, do we know what it has to offer project planning management? Before a proper discussion of how it can be employed throughout the project process groups, we must first discuss the five components that form LO.

Project Management Software Should Not Replace Project Managers

by David Robins

Why do so many customers of project management software show disdain for the discipline itself? This long-time practitioner of project management is concerned by the perception that project management is only relevant for large-scale initiatives.

Project Managers Are People, Too!

by Mark Mullaly, Ph.D., PMP

What we view and value as project managers is complicated. We like challenge. At the same time, challenge can quickly become overwhelming. What we—and our organizations—do about this is an open question.

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