When dealing with difficult team members, you need to set some boundaries, expectations and guidelines, and then hold them accountable for their behavior. Here are some tips, whether you are a project manager or teammate.
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Not everyone can be assigned to the exciting, high-profile projects--and that can cause some frustration and animosity. How do organizations ensure project team competitiveness remains healthy?
You have a great team, but how can you keep them together? Interpersonal relationships and dynamics will tear things apart even while the leader strives to keep the band together for one more hit record.
The need and support for teleworkers is growing, and to keep an “out of office” workforce engaged and productive requires a special company culture mindset. It should come as no surprise that effective communication is at the heart of having a successful virtual worker engagement culture.
A project management office can operate on a continuum, from providing project management support functions in the form of training, software, standardized policies and procedures to actual direct management and responsibility for achieving the project objectives. Here, we look at some of the key responsibilities and features of a typical PMO.
Every country and organization faces cultural differences. How do you go about building awareness, respecting and adapting to them, and then working within the necessary framework and structure so that the result is a successful engagement?
Has the spark gone out of your project meetings? Does your team seem like they need a recharge? Did you ever think the problem might be you? Even if you think you’re already “giving” at the office--it may not be enough.
Whether we want to admit it or not, the process of creating a project charter is one that we often dread. It doesn’t have to be that way...
One of the most common--and commonly hated--traditions of project management is the weekly status meeting. Is your status meeting truly a benefit to your team members? Add life to your project with a new approach.
Some people see agile projects as knowledge transfer deserts where information is hoarded by key individuals and no useful documentation produced. Others believe agile projects are all about knowledge transfer. So why the disagreement? How can smart, experienced people have such different views about the same topic?