Project data analysis should go beyond simply churning out schedules, status reports and gantt charts. With careful attention to the quality and reliability of the data collected, you can zero in on issues and risks that may jeopardize the outcome of your project.
Does the team always come first? To a point. Strengthening and developing the team is the most important deliverable of any project—but that mantra can be used as a weapon against the PM.
When the team seems to be working on a different plan than the project manager, what’s going on? And what needs to be done about it? A challenge for new project managers is figuring out the reasons and correcting things.
How you handle your disappointment in a team member speaks volumes about your leadership style. And it will affect your credibility with the entire team and within your organization. The key is to use the situation as a coaching opportunity. Here’s how.
One challenge facing project managers is being able to sense disruption’s presence, understand its cause and then combat it. What are some of the causes of project disruption, and what can PMs do about it?
If we fully embrace the idea that we need to develop our own PM style, and that this will result in some evolution of us as people, we will soon find that we are managing projects in a way that is at least slightly different from everyone else around us.
Instead of driving the completion of tasks, project leaders should point teams in the right direction and empower them to deliver positive results. Good teams become great when they have the resources needed to succeed, the flexibility to innovate, and the ownership to grow.
Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.