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We know a project manager must be able to express clear goals to team members, define scope, delineate tasks and report status to stakeholders. But it is your ability to receive communication — to listen — that gets to the heart of pressing issues and reveals solutions.
Though there are fundamental differences between them, the ubiquitous PMBOK Guide and the U.K.-founded PRINCE2 can work well together. In fact, a growing number of project managers are doing just that, using the framework and methodology to complement each other and add value to their projects.
Support, oversight and personal touches mark the success of the mentorship program at PMI's Atlanta Chapter, which has graduated more than 100 project managers in five years. Where other efforts falter or lose momentum, the Atlanta program thrives on dedication and a hallmark of project management: Making a plan and following it.
Too many PMOs are not yielding demonstrable positive financial results, often due to limitations outside of their control. Here are two common problem scenarios that can be fixed by changing the way in which the PMO is chartered, operates and is perceived within the business.
Although the metrics used to communicate risk mitigation and ROI are different, the reality is that--despite it being a lightweight framework--Scrum puts a much greater emphasis on these two areas than waterfall.
Products reflect the structure of the teams that build them, and so a critical decision on any development project is how to organize individuals into teams. In the first installment of a new series on team structure, Agile thought leader Mike Cohn makes the case for keeping teams small, detailing several advantages over larger ones.
The 511 project needs national consistency but local flexibility. How do you build a bridge to consensus?
To get open, honest information from team members you have to give it.
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"Love your enemies just in case your friends turn out to be a bunch of bastards." - R.A. Dickson |
