Working closely with Bell Canada business units to deliver a complete communication network at the 2010 Winter Olympics, project manager Richard Brodowski established an “enabling, not inhibiting” approach that allowed his team to quickly learn from mistakes and make decision at the ground level, continuously moving the project forward.
Social networking is becoming a powerful tool for savvy project managers, and leveraging social networking platforms can pay big dividends for your global project teams. Here are some considerations before adopting a social networking tool for your project, as well as an overview of some effective options to explore.
When a workplace becomes apathetic, new ideas die on the vine. Whether or not senior management cares, project leaders must take responsibility for creating a culture of trust and collaboration around and below them. It starts with supporting those who are willing to stick their necks out on behalf of the project.
Documents can be a boon or a plague to projects, depending on how they are produced and disseminated. Done right, document management is a huge strategic advantage on projects, fostering visibility, collaboration and shared objectives.
How (and how much) is the project management community using social media tools to do their jobs and advance their careers? A recent survey explored these questions.
Despite an expanding scope, a contrained timeframe and a throng of meticulous stakeholders, the elaborate renovation to the David H. Koch Theater in New York’s Lincoln Center for the Performing Arts was completed to glowing reviews, on time and under budget. From prelude to finale, this extraordinary project had its share of plot twists and turns.
Dynamic projects demand that teams not so much follow plans as continuously rethink and reinterpret them, continuously collaborating on the way to value-driven results. Likewise, stakeholders and project managers must appreciate that clearly communicating their “command intent” has become more critical to success than dictating discrete orders.
Collaborative planning is never a simple process, and nearly impossible to distill into a reliably repeatable process. The fact is, we often marginalize or outright exclude those who frustrate our planning with opposing views. After pushing through the plan, we get to live with the result. But communicating your command intent through “clabberation” — not a tidy plan — might just be the purpose of every project.
It’s hard enough to track all the incremental tasks that go along with even a modest project, so what do you do when those tasks start to number in the tens of thousands? One environmental consultancy was forced to find out in a hurry while trying to land a major client.
A veteran Belgium-based project manager and current learning specialist at IBM shares his experiences on major projects in China and France, as well as the challenges of securing executive buy-in and working with different cultures.