Industry edges have blurred, and novel technologies are rapidly emerging. With numerous solutions to choose from, it’s extremely hard to systematically utilize innovative technologies. In this article, the writer shares some tips to help you navigate through disruptive times with a “next practices” approach.
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Have you ever been asked to take over an ailing project—one that was close to failing and completely off track? A few simple steps can help you get off to a good start with your team and all stakeholders.
Organizations often create cross-functional teams that enhance informational diversity, but this can present its own challenges. This practitioner shares four techniques he's developed over 25 years of handling project teams composed of “firm-minded” experts in the hopes of developing a project’s outcomes.
One challenge facing project managers is being able to sense disruption’s presence, understand its cause and then combat it. What are some of the causes of project disruption, and what can PMs do about it?
It’s great to focus on the impact of disruptive technologies, but the work still needs to get done…and that means project managers must deliver! How can PMs avoid being disrupted by disruptive technologies?
Your POV helps people understand you and how you think. It highlights your leadership knowledge and skills. If someone asked you about your project management standpoint POV, how would you respond?
Learning about project management—how to work effectively with people, and our industry domain—is never complete. We then use this knowledge to choose the best action, which for ease of understanding and implementation is usually a simple course of action.
While you want to safeguard every movement and communication of new project managers, the best way for you to manage is to stand back and watch a few failures.
Hybrid project delivery is focused on independent judgement and decision making rather than defined processes and techniques. How do you teach organizations to succeed in that environment?
Studies show that the key factor for job stress is not the job itself, but rather the fit between the person and the environment. And this begs the question: If you change your environment to a more agile one, will that improve people’s well-being?