Some time back I spent about three hours writing and doing emails at one of our local malls. I love this place because there are lots of tables to sit at and the mall has free wireless access so I can be online all the time. As I was exiting the mall I noticed a woman about 20 feet away from the entrance heading into the mall. As I walked out the door I held the door open for this woman for a few seconds. As she walked by me into the mall she said "WOW!" She was surprised that I actually took three seconds out of my life to hold a door open for a complete stranger. Imagine what I could have done with those three seconds that I wasted :-).
Project management is changing….it's becoming more strategic, more mainstream, and not just synonymous with technology implementations. Today's PM needs to be more than technically adept or be able to whip out a gantt chart. Get a read on some of these crucial skills the everyday PM will need to succeed:
It's happening more and more; managers are being asked to manage virtual teams of people that may or may not have a direct reporting relationship to the manager. Some find it easy to do, but many others find it difficult to garner the respect from team members who don't have to follow the manager. Get a few helpful tips to help you next time you're asked to manage a virtual team.
“We just don’t work as a team!” Janet, a group manager for a large insurance company, was complaining to Larry, her human resources consultant. “Everyone just seems to do their own thing, they don’t share information, don’t try to help each other, and don’t seem to care about anyone else’s problems. What we need is a team building offsite!” Janet and Larry decided to put together a two-day offsite for the team at a resort about two hours away from work. Janet wanted immediate focus on the problem so Larry worked double-time to put together the event to be held later in the month. Larry put together an agenda full of trust-building exercises, ice-breakers, and brainstorming sessions on how the team could work better together.
What we learned was more than what we had anticipated; not necessarily about their purchases, but about how they worked and the importance of urgency versus importance in their jobs.
Excerpted from The Project Management Advisor - 18 Major Project Screw-Ups And How To Cut Them Off At The Pass (Prentice Hall, 2004)
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When project teams work in perfect harmony it's like music to the project manager's ears. Each project team member knows what they need to contribute to the project, knows when they have to perform, understands what other project team members are doing on the project, and knows what it takes to be successful. Get this ebook see how to get your project teams to gel and deliver results.
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A one-minute lesson on ensuring humor doesn't destroy your credibility. See more at Why Don't They Follow Me?
Bud was one of the most brilliant people in his organization. Only in his mid-thirties, Bud amazed his senior managers with his ability to grasp problems and develop innovative and effective solutions to those problems. He was highly sought after as a "go-to" guy and would consistently come up with creative approaches. His management decided to give him a thorny project with a team of over 100 professionals. "This is my chance to really prove I can deliver", Bud thought as he willingly accepted the project.
Bud wasted no time in coming up with some great solutions which his management thought were brilliant. Expectations were sky-high and Bud was on a project high. Then the problems started.
So maybe you think you're all that and a bag of chips and that you can get more things done than most people in your organization. As managers, though, it's not just about you getting things done on your own; it's about you getting your team to be as effective (or more) as you.
I deliberately use the term effective versus efficient. For me, there is a very clear distinction which I believe is crucial in driving results.
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