Leaders who set unrealistic expectations often lack understanding of the intricacies involved in a project and the ripple effect they create on decisions, contingencies and risk. Still, best for project managers to assume good intent and work to overcome this challenge with detailed planning, communication and documentation.
A difficult conversation offers helpful guidance for team leaders faced with conflicting version of the truth, including the need to differentiate between intent and perspective, the importance of recognizing how inherent biases often blur understanding, and the value of fostering empathy through face-to-face communication.
Individual and collective negativity can derail new product ideas and innovations before they ever have a chance. Here are three useful practices to overcome our inherent bias against the unknown, and to give adept thinking a seat at the strategic planning table.
Organizational silos and poor communication are often the result of “turf wars” in which groups or teams value their interests over cross-functional cooperation for the good of the entire enterprise. Here are some ideas to help project managers operate in this environment and overcome its harmful effects.
Many organizations live in perpetual ‘fire-fighting’ mode, a space in which short-term results often supersede long-range plans and strategies. While this can certainly make it more difficult to fully realize the benefits of sound project management practices, there are techniques to accommodate a ‘high-drama’ culture throughout the project lifecycle.
Building good work relationships is one of the most powerful ways to influence others and drive project success. It bolsters buy-in and adoption, strengthens communication, makes difficult conversations easier, and develops channels for support and advice. Here are tactics to improve your work relationships.
Anticipate. Influence. Elevate. These were the themes of PMI Global Congress 2016—North America. Words of contemplation listed on a wall, blasted on screens, without context. Until we started the program and it all became clear.
Organizations that can’t adopt and adapt to new technologies are going to be pushed aside by others that can. It’s called a product pivot, and it’s less about the specific technology being launched and more about managing the associated changes it introduces.
Every organization is political, and many careers — and projects — are made or broken based not on our technical skills but on how well we navigate the fuzzy and risky political landscape. Here are five tips for navigating the dangerous waters of office politics.
What happens to your agile principles when a customer or sponsor insists on knowing the cost and duration of a project before you even start? It’s a common quandary, but there are ways to show a non-agile client the benefits of going agile, starting with a discovery project.