When it comes to optimizing workforce performance, what are you prepared to do? To use the latest techniques in your project means you may have to go against mainstream corporate culture or cut a little into the power wielded by certain individuals. Are you ready to do this? These tactics are effective in improving workforce performance, but don’t bring a knife to a gunfight. Implementing these ideas may be difficult...
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We are connected on a global scale these days and--with few exceptions--everyone is competing to get the customer. As a result, we have all been tasked to embrace change or else someone will gladly take our place in the industry.
By giving focus to the personal value that individuals bring to the business, organizations show that the people are as important as their work. This value-based culture improves productivity, morale and commitment, but it doesn't get built on slogans.
Project work is only as good as its weakest link--and oftentimes, documentation is the culprit. Here are a few pointers for making sure that effective minutes are captured in meetings that happen during the project.
Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.
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.
Using the latest project management tools and technology to plan, track and report progress does not ensure that effective communication is taking place. Project leaders also need to regularly talk to their team and seek feedback.
The frequency and magnitude of IT project failures are so prevalent and epic that people can appear in denial of their ability to influence, or “in acceptance” that a certain percentage of projects just go south. Does it need to be that way? If we spent more time asking people where stuff could go wrong rather than making ever more polished models of flawed project plans, could we change the statistics?
Internal misconceptions and lack of teamwork often hamper project delivery. People have not bought into the project, especially if it's outside their routine work. Spending a little extra time sensitizing team members and getting their buy-in can help your project delivery tremendously.
Do you know how to build, develop and motivate a team that is not dysfunctional? One that is truly capable of being a high-performing team? Before you answer, you must first ask yourself if you know how to recognize one. Sounds like a little help from Lisa Simpson and Richard Attenborough is in store.