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Project teams want to know their work matters. Successful project leaders do more than assign and monitor tasks; they find ways to motivate and engage team members. They show why the work is important, interesting and impactful. They answer the “what” and the “so what” questions.
Project leaders need their teams to be accountable to tasks, deadlines, quality and a host of other things. But without position-level authority, gaining commitment is a common challenge. Avoiding these three faulty commitment expectations can help.
To be relevant and valuable, PMOs need to speak the language of their stakeholders—and that’s often not happening. When it comes to your PMO communications, it's likely that you're providing too much information—or not enough.
Well-framed problem statements can greatly improve a team’s problem solving, but there are several “failure modes” to be aware of when crafting them. Here’s advice on writing problem statements that avoid these common pitfalls, from the author of People Solve Problems.
Humor is common in many projects and can improve project outcomes. What does humor look like in your projects? Has it helped or hindered? Learn more about the styles of humor, how it can benefit projects, and caveats to keep in mind.
Project leaders know that identifying and managing the relationship with key stakeholders is critical to project success, but sometimes equally important indirect stakeholders get missed. Who are they?
Are you ready for your 3D virtual work avatar? Whether we like it or not, we are on our way to seeing more of our project and portfolio management functions transposed to the virtual world. Does this bode well for project and portfolio managers? Yes and no...
Communication is key to the success of any project, but what’s the right amount of communication, and when do issues need addressing? And what about how project managers are communicated with? In Part 2 of this two-part series, we look at communication to the project manager.
Question: With all of the recent changes in project management, our PMO (Project Management Office) needs to update itself. I think those ideas for new ways of working must come from the project managers, but I can’t seem to get the PMO to listen to me. Is there a clever way to present my ideas, based on my experience delivering products and services for this company, so that the PMO might actually update its practices?
Communication is key to the success of any project, but what’s the right amount of communication, and when do issues need addressing? Are you sure you need to communicate it at all? In Part 1 of this two-part series, we look at communication from the project manager.
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