Project data analysis should go beyond simply churning out schedules, status reports and gantt charts. With careful attention to the quality and reliability of the data collected, you can zero in on issues and risks that may jeopardize the outcome of your project.
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Does the team always come first? To a point. Strengthening and developing the team is the most important deliverable of any project—but that mantra can be used as a weapon against the PM.
When the team seems to be working on a different plan than the project manager, what’s going on? And what needs to be done about it? A challenge for new project managers is figuring out the reasons and correcting things.
How you handle your disappointment in a team member speaks volumes about your leadership style. And it will affect your credibility with the entire team and within your organization. The key is to use the situation as a coaching opportunity. Here’s how.
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?
We received many questions during our December Book Club Q&A Closing Webinar - The Social Project Manager We didn’t have time to answer them all, so the presenter responds to additional questions here.
Bad choices. Endless bickering. Lost opportunities. Wasted time. Does your team suffer from any of these decision-making ills? If so, it's not alone.
Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.
One day you may have to tell a colleague, a team member, perhaps even a friend that they are not the right person to lead a project or fill a key role that they might very much desire. Here are some leadership guidelines, based on recent personal experience, for handling such difficult resource changes the right way.
When project managers are asked to lead strategically important projects, the stakes go way up. But the fundamental job remains unchanged—and that’s something PMs must remember. How do you ensure you don’t succumb to the pressure of being in charge of a high-profile project?