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10 items found

On the Bright Side

by Adriana Beal

We’re good at scrutinizing problems, but many project managers and business analysts could do a better job of fostering positive change and improving future results by giving more attention to the “bright spots” on projects — those flashes of success that often go unnoticed when other things go wrong.

On Whose Authority?

by Vincent McGevna

Many project managers complain that they don’t have any real authority over their teams — and they don’t if authority is about command and control. But we can earn a different type of authority, one that is more effective in the world of projects anyway. It is based on postion and relationship power.

One For The Team

by Aaron Smith

Establishing productive working relationships with your project team is as critical as building the plan, managing risk or reporting to stakeholders. It requires accessibility, adaptability and authenticity. Here are seven principles that can help you help your team members maximize their individual and collective value.

Opportunity Agility

by Bart Gerardi

Agile organizations are always learning from their customers and their products, using them as guides to new ideas and opportunities. They also bring an agile mindset to selecting and executing the ideas they pursue, making advances iteratively through a continuous cycle of different initiatives at different stages.

Organize Thyself

by Dennis Smith

If satisfying work, not money, is the reason more people change jobs, it should be no surprise that individuals who choose their project are more productive. So-called self-organizing teams are not uncommon, but can the benefits of self-selected teams be part of a formal, broader approach to better project management?

Overcoming Objections: Lessons for the Project Manager

by Robert Barger, MBA, PMP

At some point in your project management career, you will be given a project that deals with a product or technology that you have not experienced in the past. Driving your project doesn't require that you be a subject matter expert in anything but project management. Asking five questions will help you resolve the obstacle.

Overcoming Objections: Lessons for the Project Manager (Japanese Translation)

by Robert Barger, MBA, PMP

プロジェクトマネジメントのキャリアのある時点で、過去に経験したことのない製品や技術を扱うプロジェクトが提供されます。あなたのプロジェクトを運転することは、あなたがプロジェクト管理以外の主題の専門家である必要はありません。 5つの質問をすると、障害を解決するのに役立ちます。

Overcoming Objections: Lessons for the Project Manager (Korean Translation)

by Robert Barger, MBA, PMP

프로젝트 관리 경력의 어느 시점에서 과거 경험하지 못한 제품이나 기술을 다루는 프로젝트가 주어질 것입니다. 프로젝트를 운영하는 데있어 프로젝트 관리 이외의 분야에서 전문가가 될 필요는 없습니다. 다섯 가지 질문을하면 장애물을 해결하는 데 도움이됩니다.

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