Global projects present significant obstacles to project leaders, but with the right tools, a little flexibility and the willingness to step out of your comfort zone, you can prevail. Here are six common challenges and suggestions for overcoming them.
In spite of the different ways we can achieve a goal and manage a project, we are often asked to imitate, rather than innovate. Call it linear, competitive or hierarchical thinking, but by any name it’s probably not the best approach for managing projects — or living our lives. Collaborative or team thinking seeks to connect rather than separate the many working parts of a project.
Social media democratizes communication, but many project leaders are cautious about incorporating the technology into their efforts for fear of derailing carefully structured best practices. The key is taming social media’s sometimes chaotic tendencies while leveraging its many benefits.
To strengthen its management and oversight capabilities, a National Science Foundation Science and Technology Center turned to project management. But it needed a model that suited the academic research environment. It created a unique application of processes and tools developed in collaboration with the researchers, rooted in simplified practices, and dedicated to flexibility and applicability. The results have been remarkable.
The most effective virtual team leaders are able to balance execution-oriented practices with interpersonal skills and cultural factors. Communication is king, according to a study of 48 virtual teams that identified five best practices for virtual team leadership.
When project portfolio management is conducted in a data/process “vacuum,” it often does more harm than good. Breaking down departmental walls and building an integrated, holistic approach to PPM will help to eliminate bottlenecks and improve decision-making. Here are steps to make it happen.
How can companies foster collaboration between business analysts and quality assurance professionals? New research recommends three steps to strengthen alignment between these complementary roles — and improve project outcomes.
What differentiates the results-getters from the can’t-get-it-done-ers? It’s not strategy or vision or quality or any of the other usual suspects, according to a study of 400 companies. Here are the five execution “bridges” that close the gap between goals and results.
Hyperconnectedness. Swarms. Sketch-ups. Simulations. These are some of the emerging trends that will radically change the nature of work in the next 10 years, according to a recent Gartner report.
The call out for certainty from stakeholders has amplified with the cost of longer development efforts and the communication overhead on larger teams. Detailed design documents attempt to create that certainty, but at best they only defer its reckoning. Finding the balance between documentation and collaboration is the challenge for every designer on an agile team.