One of the biggest challenges you face as a project manager is making sure all tasks are finished on time, within budget and—for those in the construction industry—safely. Task Talk puts the emphasis on duties rather than on people, and stresses how the duty is performed regardless of who is performing it.
By all means, think critically about ideas and how to solve thorny issues or build a better mousetrap. But don’t stop at thinking—you must become a critical persuader to help your ideas gain traction and influence others to act.
If we cannot understand each other, how can we collaborate? We often forget that the main obstacle to build relationships and deliver projects is language. Whether English is your native tongue or not, we all have to make efforts to be understood. These tips can help.
A skilled technical project manager bridges the gap between technical and non-technical issues, creating a cohesive team to ensure the successful setup and delivery. Here’s a closer look at the role, including six best practices to succeed.
From a project’s kickoff to final delivery, storytelling is a critical, if underused, tool for project managers. Can ChatGPT help? By generating ideas and connections based on your input, this natural language processing tool can prompt your own thinking and lead to more compelling stories.
The attention paid to recording the recent project past can sometimes sound like a captain reading from a ship’s log—a very boring register that no one will ever want to read again. Instead, focus on the future.
There just aren’t enough hours in the day for project managers to get everything done. Prioritizing the work is essential—but on its own, that’s not enough. Here's a helpful reminder on an oft-overlooked element of prioritization.
Whether you call it soccer or football, here are 10 rapid-fire lessons learned by one coach that apply equally well to a group of energetic kids—and to your daily project management life (spoiler alert: yelling never helps!).
As project managers, we have to pull information that is both broad and deep out of our constituents. We can’t expect them to “push” information to us proactively and package it the way we want. Here are seven ways to minimize your burden of information “pull” when working with stakeholders.