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Team Talk
The Human Side of Project Management
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Self Help
- by
Jen Girdish
(June 17)
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Beyond technical skills, success on Agile projects depends on productive self-organizing teams, according to Esther Derby, a respected consultant on teamwork, Scrum implementation and retrospective facilitation. Here, she shares some best practices for developing and supporting self-organizing teams.
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Can’t We All Just Get Along?
- by
Shari Frisinger
(April 16)
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Project managers have the difficult task of overseeing diverse teams, and finding ways to motivate and keep them functioning in harmony. While this often may seem like an impossible task, especially as organizations cut resources and spending, it’s doable. Understanding these six workplace personality types can go a long way.[more]
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The Sum of Scrum
- by
Laszlo Szalvay
(March 4)
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Command-and-control management often undermines teamwork. The principles of Scrum, which give teams autonomy to prioritize their work, help build a sense of shared commitment to project goals, which yields better results. Psychology, not hierarchy, is the key to high performing teams.[more]
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Teams and Times Zones
- by
Dan McCarthy
(March 4)
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As if building a high-performing team wasn’t hard enough, a global project brings an array of additional challenges, from time zone conflicts to cultural differences. Here, a practitioner who has led a number of successful global projects shares 10 tips for leading a virtual team.[more]
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Impediment Hunting
- by
Tom Perry
(February 26)
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It’s commonly accepted in the Agile community that addressing impediments is a critical part of creating high performing teams. However, in the day-to-day grind, project leaders and team members don’t always recognize the things that are getting in their way. How do we help ourselves and our teams see the barriers to our work?[more]
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Play Nice in the Virtual Sandbox
- by
Richard Brunelli
(February 12)
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As virtual projects become a necessity in resource-constrained environments, project leaders must navigate the sometimes-rocky shoals created when unfamiliar team members work together. Technology can help bridge the physical distance, but it can't guarantee teamwork. More than any one best practice, common courtesy goes a long way when managing remote teams, according to those who have been there and done that.[more]
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One Minute, One Page
- by
Barry Otterholt
(December 18)
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When it comes to most project meetings with sponsors and other stakeholders, you have one minute, one page. More than that has to be earned, or you’ll probably lose this audience. Here are 10 simple guidelines for keeping the attention of busy or distracted executives.[more]
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Stakeholders vs. Noisemakers
- by
Andy Clark
(December 4)
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When stakeholder become noisemakers they can distort requirements, damage morale, hinder performance and jeopardize project outcomes. Identifying them before it’s too late is essential, and managing them is an ongoing activity that requires persistence and tact.[more]
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Team Trials
- by
Barry Otterholt
(December 4)
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Dealing with a non-productive team member can be a difficult, awkward process for even the most experienced project managers. Ideally, the remedy should start with the team. Here are some guidelines for discerning the root of the problem and taking appropriate, corrective action.[more]
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Consensus Worker
- by
Andy Clark
(November 6)
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Conflict resolution is part of a project manager’s job description. It can be tedious, time-consuming work, but it is often the only way to save a project. And done right, it can build relationships that are more important than any one problem solved. Here is a down-to-earth, six-step process for reaching decisions, if not complete consensus, among multiple stakeholders with different goals and perspectives.[more]
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Sponsored Announcements and Special Offers
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