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We are facing a period of unprecedented change. All of those changes have created new and unique challenges that project and program managers face. It's time we get serious about addressing these strategic challenges; here we present five of the top ones.
Where do you see yourself in five years? This question has plagued the interview process for too long. It's high time we start asking better questions to get better answers from our prospective PMs.
Many business owners think that getting peak performance from employees is simple—just tie cash rewards to goals. This is a mistake. One size doesn’t fit all, as every human being is at a different stage of their life and will be motivated by different rewards and recognition.
Studies indicate that 80% of information technology project challenges are caused by people challenges. The author believes that project success rates would significantly improve if greater attention was paid by all project managers to the human side of project management. The article provides a framework for understanding personality traits and explains the need for continuous improvement of “soft” skills.
RPA is often perceived as a means to reduce headcount. But in reality, the key drivers of RPA adoption are improved operational effectiveness along with an enhanced employee and customer experience.
Human resources are the most valuable asset for any organization. But for small- and medium-sized companies, a lack of competent successors can be an easy trap. Business owners should set a number of key performance indicators for their organization--and for key personnel.
What happens when a project manager faces team attrition? This article covers three strategies that can be applied during project planning, executing and controlling within the project human resources management and project risk management knowledge areas.
Commonly released with little or no advance notice, task order contracts are notoriously difficult to staff. The author’s “Progressive Staffing Implementation” pushes the recruiting process far earlier than the announcement of an individual task order and uses Six Sigma techniques to provide planning guidance for the throughput recruiting needed for successful staffing.
| A. | If talking with the sales representative’s manager didn’t work, talk to the manager’s manager. This sales person should be fired. |
| B. | Take the salesperson to lunch. See if there is anything bothering him. Try to help him solve any work-related or personal issues, so that he can focus more on entering the correct data for billing. |
| C. | Alert the representative by e-mail when the invoices will be sent out for two months. Give him a deadline to enter any unique terms not covered by the default pricing tables in the software. Copy his manager. |
| D. | Prepare a second training class on how to operate the new software and schedule all of the employees in the organization who use the software to attend. If one person isn’t using it correctly, perhaps there are more. |
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"Every child is an artist. The problem is how to remain an artist once he grows up." - Pablo Picasso |
