Project managers face resistance on a daily basis. Change management guru Rick Maurer spoke with ProjectsAtWork about how resistance leads to the high failure rate of major change initiatives, and what can be done to overcome the all-too-familiar struggle to move forward.
Last year, PMI CEO Mark Langley recommended that the PM triangle should be updated with points being Business Acumen, Leadership and Project Management (a small triangle that included scope, budget and schedule). Part 1 of our series explored Business Acumen; here, we look at Leadership.
When problems are tackled collaboratively, usually the organization wins. Effective collaboration requires more than technology. There’s a subtle, but important, fact that the most powerful solutions are only as good as the people using them.
Whether planning a one-hour presentation, a three-day workshop or a semester-long course, it is important that you match the learning objectives with the most effective approach. Through an understanding of basic instructional models and methods, you can vastly enhance the quality and effectiveness of your training courses, programs and curriculums.
Of the many reasons that could cause contractors to experience a project delay or cost overruns, two elements always get this practitioner's attention: ineffective communication and slow decision making. How can this be solved? It all starts with understanding the process.
It’s not hard to figure out the reason why companies are scrambling to get a piece of the unified communications pie. It's certainly not to make it easier for businesses to communicate. It’s pure capitalism: money – the wonderful green stuff that fuels industry, creates jobs, puts food on the table and educates your kids. And that’s the way it’s supposed to be.
After showing how Kanban is applied to small projects and larger-scale initiatives up to three months in duration, our series concludes with a detailed look at the challenges and benefits of bringing Kanban to longer projects in multi-team environments. It starts with enabling a shared understanding of reality.
If you want to work well with your senior stakeholders, you need to know and understand them. How well do you know yours? Read on for some tips on the art of managing senior stakeholders to ensure that they buy in to your project.