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An excellent idea that is too far outside of your current project's scope may warrant a project of its own, or inclusion in the next phase or a project. Be sure to keep it alive by parking it in this list of opportunities for review.
Which processes do you need to have in place to ensure Organizational Project Management success? This template looks at competency management, governance, organizational project management methodology and strategic alignment. Use this questionnaire in conjunction with Implementing Organizational Change Management, A Practice Guide.
With the move online, we could just begrudgingly endure the meetings and emails. Or, we could build trust, inspire team cohesion, and drive astonishing impact. When we move from in-person work to virtual (or hybrid) work, our communication frequency, structure, participation, and even content change. We risk wasting time in misunderstanding, false-agreement or rework. The Four Discussion Disciplines (4DDs - integrity, courtesy, inclusion and translation) are practices teams can use on email, in meetings, or in posts to address this. In this session, Katrina Pugh (Columbia University, New York, NY) and Chivonne Algeo (Monash University, Melbourne, Australia) will discuss how to lead the 4DDs with your teams, across your organization, and with partners to improve meaning-making and relationship-building.
Join three of our Center Stage podcast guests for a provocative dialogue on how knowledge coupled with unlearning enable innovation. Guest Larry Prusak highlighted the true competitive edge of knowledge, “When you have a project team, it matters far less what an individual knows. It matters greatly what the team knows.” Does this threaten the value of a project manager? Both Larry and guest Barry O’Reilly caution against knowledge becoming stale. Larry says, “Refresh the knowledge you have. Always be open. Always be learning.” But Barry believes you may have to throw some of what you know in the trash: "It’s…the inability to unlearn existing mindsets and behaviors that were effective in the past but now are maybe limiting your success." What does this mean for adhering to methodologies when faced with uncertain requirements, divergent stakeholders and evolving delivery methods? As Peter Temes points out, there is often a tension between managing for efficiency and managing for discovery. Does managing for efficiency hold you back from finding innovative ways of working?
How well are your team members performing their project responsibilities? Use this assessment form to keep them apprised.
Proper performance evaluations require justification based on trends from the entire period of review. Unfortunately, trusting your memory can land you in court.
Before you go into a coaching meeting with a worker, make sure you are prepared for an uneventful discussion--or a lively one.
Where exactly are we on this project, and are we on track? Status from each team member, please!
Despite the well-documented benefits of diversity, project organizations continue to struggle with gender imbalance, particularly in leadership roles. This webinar, in honor of International Women’s Day will explore the impact of leadership gender diversity on workplace equality, employee engagement, and financial performance, featuring insights from a PMI-funded study.
Before you write a single sentence of your project plan, use this document to outline the project, its purpose and its goals.
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You suffer for your soup. - Kramer |
