Project Managers Are People, Too!
byWhat we view and value as project managers is complicated. We like challenge. At the same time, challenge can quickly become overwhelming. What we—and our organizations—do about this is an open question.
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Project Resources: Appointment or Selection?
byThe project team can make or break a project; resource assignment can make or break a team. How do organizations ensure the process is effective?
Pyramid of Results, Motivation and Ability
byWhen engaging in a change effort, it is important to focus not on outputs but on outcomes. The difference is sometimes subtle for people, but the biggest difference is that outputs are usually activity-based, where outcomes are behavior-based. Here we look at some behavior modification frameworks.
Resolving Conflict on Distributed Teams
byInterpersonal conflict on distributed teams can be devastating. If you are in conflict with someone else on a distributed team, there are a number of things you can do to help resolve it.
Rightsizing Resource Management for Complex Times
byHow can you approach the topic of resource management today in order to both execute delivery initiatives—as well as not bury people to the point where both delivery and essential “day job” duties are at risk?
September Book Club Closing Webinar: The Optimistic Workplace; Creating an Environment That Energizes Everyone Q&A
byIn the closing webinar for our September Book Club: The Optimistic Workplace; Creating an Environment That Energizes Everyone, the presenter wasn’t able to address all of the questions during the Q&A session. Here, he tackles more questions that came out of that session.
Staffing a Project Team
byOnce your project has been approved and funded, you need to move forward with the staffing the project team that will carry out the directive and implement the scope of the project. Keep these tips in mind.
Succession Planning: Essential for Project and Career Management
byPeople are never interchangeable parts. Yet most organizations engage in little contingency planning for the inevitable human downtime. In this article, the author gives an example of poor planning, raises a reminder to managers and gives some practical steps to mitigate the problem.
Take The Guesswork Out Of Peformance Assessments
byReplacing a team member can be a difficult and time-consuming process, from sifting through endless resumes to conducting interviews to on-boarding the new person. By effectively conducting formal reviews, supplanted by informal evaluations, project managers can address team members' weaknesses, reward their good work, set future goals and implement an improvement plan, thus rendering the replacement of a team member less likely. This article explores ways to take the guesswork out of three evaluation conundrums when it comes to assessing team members' performance. In doing so, it reports the results of a 2011 study--conducted by Harris Interactive--showing that organizations risk 250 percent of an employee's salary in turnover costs because of poor performance management processes, including performance reviews. It then identifies three challenges that come up frequently during the review process and provides a solution for each challenge. Accompanying the article are two sidebars: The first sidebar lists three questions for every review; the second sidebar details the perfect type of review.
Talent Hunting Today and Tomorrow
byThe race to acquire talented resources for your team has never been tighter. Despite the difficulties that surround finding outstanding talent, there are more options than ever. Even traditional ways of finding people have changed. Here’s how you can make the best of finding your new team.
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"A jury consists of twelve persons chosen to decide who has the better lawyer." - Robert Frost |
