In recent years, we have become exceptionally good at replacing planned communication with technology. What we may not have noticed at the time was the gradual disappearance of the conversations we never planned to have.
Ambiguous situations can be difficult enough, but when someone is actively working against your efforts to get clarity, it's even worse. Do you complicate versus clarify? Here are some warning signs to look out for—and tips to help.
Successful change is not about defining the right solution, but about ensuring it is understood, trusted and adopted. Because when communication is handled with intention, buzzwords don’t just float—they land.
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Is Your Agile Transformation Set up to Fail? Find out at the PMI® Organizational Agility Conference 2016, FREE and Exclusive for PMI Members. We know there are barriers that slow your organization’s ability to be agile: failed agile transformations, complex organizational processes, team dynamics and the uncertain role of the PMO in an agile environment (just to name a few). Attend the PMI Organizational Agility Conference 2016 to get help breaking down these barriers. It’s free for PMI Members.
***This is a webinar being led by PMI's Ethic Insight Volunteer Group.*** Explore how respect builds trust through active listening, inclusion, professional conflict resolution, self-awareness, and valuing diverse perspectives. PMI Code of Ethics and Professional Conduct - https://www.pmi.org/about/ethics/guidelines
***This is a PMI Led Webinar*** This webinar shares why inter-organizational relationships are vital for infrastructure project success and shares the key recommendations that help deliver project success. Based on a research collaboration between PMI, University College London and MIGSO-PCUBED.
The purpose of this Project Outline template is to clearly explain the reason for starting the project and ensure alignment among stakeholders. It acts as a high-level communication tool to share essential information with both leadership and project teams, helping to initiate the project smoothly—especially when team members are spread across different locations.
The monthly status report template has been designed to be a comprehensive review of project progress. It is intended to provide a detailed understanding of the project, what has occurred to date, and its trajectory in moving forward.
UPDATED TEMPLATE! The communications plan provides a comprehensive view of how your project will communicate with the various audiences that it supports. Use this template and the sample matrix to schedule and assign communication responsibilities.
Use this one-slide presentation in conjunction with the article 8 Ways to Be a Critical Persuader and with the Persuasion Atrophy series.
This template includes important checklist items that need to be covered when visiting a site in order to define deliverables, as well as assess budget and timeline estimations to use on any audio visual installation project (specifically for presentation systems in classrooms and auditoriums).
Do you find yourself at times being a broadcaster when there’s ambiguity? Here are a few questions to help you identify when you’re exhibiting broadcaster traits...and steps you can take to improve.
Your job is no longer to produce reports, it’s to ensure the right people receive the right information at the right time, in the right way. Embrace your role as an information designer.
Wishing an ambiguous situation away is not leading; it’s allowing for things to happen to you instead of influencing them. Are you an avoider? This series helps you identify your strengths so you can be better at dealing with ambiguity.
Modern projects don't suffer from a lack of communication. They suffer from a lack of visibility. The challenge for project managers isn't tracking more work. It's seeing the work that matters before it becomes a surprise.
Invisible work is project activity that happens outside the formal systems designed to manage it. The challenge for today's project managers isn't simply tracking more work. It's gaining visibility into where work is actually happening.
An unexpected problem at an office led to one of the most valuable skills a project manager can develop: knowing when to stop negotiating among competing interests and start reframing the problem itself.
Project managers are no stranger to feedback. Some of it is positive, some more constructive. But how can we take what we hear and actually do something about it? Keep these seven tips in mind.
Active listening and empathy won’t show up on your PMP certification. They won’t appear in a project charter or stakeholder matrix. But they are the difference between a project that delivers outputs and a project that creates lasting change.
Question: I am happy that my employer is with a company that is expanding overseas at a time when many organizations are doing layoffs or folding altogether. But traditional/waterfall practices have been how we arrange our projects, and I am concerned with the fact that we will be bringing IT features to our production products. I think usually they are more agile teams who work with IT, right? With the language, culture, pressures of a new branch, and time zones to consider…how can I possibly set up a way to manage our international projects?
Executives want evidence that strategy is advancing. How do you reposition yourself as a value creator? It is less about changing what you do day to day, and more about changing how you frame and report what you are doing.
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"Thousands of candles can be lighted from a single candle, and the life of the candle will not be shortened. Happiness never decreases by being shared." - Buddha |
