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14 items found
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deliverable
by Joe Wynne
Avoid the frustration of a badly managed relationship with a team lead or stakeholder by taking the communication initiative. This guide will help you start a constructive conversation before mistakes or omissions are made.
deliverable
Use this outline to help build a successful alignment and allocation of your team for your project and its initiatives.
deliverable
Nurture your project team members, and they'll deliver for you!
deliverable
Use this form to evaluate work done by each member of your project team.
deliverable
How do you officially "borrow" the team members you need for your project if they belong to another project or department? Here's a formal contract for procuring their time.
deliverable
Try before you buy, or something like that! Use TeamPlay to audition a particular method as a candidate best practice in a live project pilot situation.
deliverable
by Payam Montazami
This clean and simple Microsoft Word template can be used for reporting the status of various technology type projects. It allows you to report high level information as well as a breakdown of the details when required. (Note: The fields can easily be renamed to fit other types of projects.)
deliverable
by William Davis
How can a team know if dysfunction affects it? And if it does affect it, how can a team reduce or minimize this dysfunction? One way to assess the level of trust within a team is to use the Trust Window—a simple, visual way for teams to gauge their level of trust along two dimensions: sense of safety and confidence in others. Use this template with the accompanying article.
deliverable
by Joe Wynne
This excellent project justification guide will provide sophisticated advice to maximize the impact of your business case, making it accurate, complete and persuasive. In addition, learn some handy tips, techniques and strategies to complement existing procedures, templates and spreadsheets that you already use.
deliverable
by George Spafford
Because many systems are modular and large ERP application suites can contain hundreds of subsystems, the need exists to diagram system functionality at a detailed enough stakeholder level to understand impacts. Thus, a person assessing a system needs to identify all of the modules and all of the places where people are affected by the system. In other words, these are points where the direct and indirect stakeholders are touched by the system. Use this "Touch Point" template for help.
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