PMcrunch

There is no better dose of reality, than the power of pushback.  It occurs in every walk of life and, utilized properly, can be our friend in the project management process.  It comes in most handy when dealing with uncertainty.  It also keeps us honest about our prospects.

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Using organizational charts in project-planning is very effective in a number of ways. One of the interesting things about organization charts is that they can benefit the project at various times in the lifecycle.

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One of the greatest communication tools that a project manager can possess is strong briefing on the project. This can facilitate communications with all stakeholders for any project. It puts a good public relations phase on the project plan.

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In these challenging times, so many of our projects and programs are more challenging than usual. We are called upon to make tough decisions to solve difficult problems and to squeeze more out of every resource we have. How we face these challenges has more to do with our approach and attitude than anything else.

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Change and pain are interrelated in a couple of ways. First, I think we have all heard many times over that change can be painful. On the other hand, oftentimes, change requires pain. Pursuing this idea a little further, oftentimes people are not willing to change unless they are experiencing enough pain. How can we leverage this idea on our projects and programs?

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Projects, like anything else, are subject to change. One of these changes is changes in stakeholders. Many times a project will be very viable for a particular stakeholder, but priorities might change with a new stakeholder. This is also especially serious when the stakeholder is actually the sponsor of the project, the number one stakeholder. Let’s look at some key aspects of maintaining project control during these types of changes.

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Software project outsourcing and managing virtual teams are very hot topics today. They present new opportunities as well as new challenges for project and program managers. Below is a collection of recent articles and posts around the internet on this timely topic.

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As leaders and project managers or program managers, we are subject to the ups and downs of what we could call the “project or program work cycle”. While sometimes things seems to be flowing forward and progressing well, like a well-oiled machine, at other times it seems that no matter what we do, progress is slow and difficult. I leadership positions, this experience is inevitable, as everything is not “black and white”. How can we handle these situations?

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Stop and think for a moment. What is going through your mind? What questions are you asking? Think more broadly - in terms of the past day, week, and month. What are your major points of focus? And, the million dolar question: “What questions are you asking about your projects?”

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What are your beliefs? What do you observe about the beliefs of those around you? Are you aware of how your beliefs influence your actions – and therefore everything you do as a project manager and leader? Check your beliefs and make sure they are producing actions and attitudes in others that are to your liking.

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