You've been there, right? You've managed a project where nobody on the team reported to you. But what can a project manager do to succeed other than beg borrow or steal in this situation?
This interview with Jeff Kissinger (LinkedIn Profile) was recorded at the superb Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois. It is based on his presentation "Leading Without Authority: The Project Manager's Dilemma" and looks at what project managers can do to successfully deliver their projects even in situations where they have little or no authority at all over the people on their project. Here is what Jeff wrote about his presentation:
Leading project teams without direct authority is a dilemma that many project leaders face. Doing this well is an art. And, like art, it’s often practiced using a mixture of skills, techniques, and tools. Attendees will learn how to identify and resolve authority issues quickly that adversely affect their projects and learn how to lead their project teams successfully without direct authority.
A large number of projects these days rely on virtual teams. This means that we project managers must master how we communicate in a virtual setting in order to properly lead our teams. But how do you build trust as a leader if nobody can actually see you?
This interview with Sara Gallagher (LinkedIn Profile) was recorded at the awe-inspiring Project Management Institute (PMI)® Global Conference 2017 in Chicago, Illinois. It is based on her presentation "You Can Trust Me: Communicating When Nobody Can See Your Face" and explores tools and techniques project leaders can apply to improve communication and convey trust even in digital and virtual settings. Here is what Sara wrote about her presentation:
Trust is essential to effective communication across your team and your stakeholders - but how can you communicate trust when no one can see your face? This engaging session will examine how the four cores of trust are impacted in a digital, global communication environment. Participants will be given the opportunity to immediately apply what they've learned to improve communication across their teams.
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Kim Wasson and Cornelius Fichtner
At its core project management is all about effectively leading your team. Therefore emotional intelligence for project managers and project leaders can be just as important (if not more) than knowing how to interpret the latest earned value data.
Just one unmotivated person on your team can bring everything crashing down. Unhappiness, dissatisfaction, and lack of motivation are highly contagious; ‘one person’ quickly turns into an unhappy and possibly dysfunctional team.
We're all focused on getting the process right and there’s no doubt that process is important. What many of us don’t take into account is that the success of most projects depends largely on the teams actually doing the work Process is important but it’s not going to build anything on its own – it’s a team of satisfied, competent people working together who will actually deliver a product.
The people side of the project management equation is critical. Managing effectively requires the ability to understand individuals and teams, establish working relationships, manage goals, and motivate team members. Effective tools and techniques discover what makes the team members and the team itself tick, to communicate effectively with many different people both one-on-one and as a group, and to generally balance the process part of the equation with the people part of the equation are critical to project success.
This interview is 24 minutes long. This means that you can "legally" only claim 0.25 PDUs for listening to it. However... if you first listen to the interview and then also read the white paper on which it is based, then you can go ahead and claim 0.50 PMP PDUs!
We all hold assumptions, then make decisions and take actions based on those assumptions without verifying their validity. Worse is when other people hold assumptions about our work and we don’t know it. This can impact user adoption, timeline, scope, quality, and overall project success. Not to mention personal frustration, stress, and desires to pull out one’s own hair.
Unchecked assumptions can be very dangerous in the workplace. We should be mindful of some common assumptions and actively work to uncover assumptions. Doing so will bolster project work and open up new paths for identifying risks.
Some project assumption examples that Beth introduces us to are assuming a project or task is easier or faster than it actually is, assuming priorities are aligned and haven't changed, and assuming who owns, or is responsible for, what.
Very importantly the paper and discussion also include a section about uncovering assumptions. Here, Beth offers us 5 ideas on how to develop and expand our project assumptions list.
This interview is 23 minutes long. This means that you can "legally" only claim 0.25 PDUs for listening to it. However... if you first listen to the interview and then also read the white paper on which it is based, then you can go ahead and claim 0.50 PMP PDUs!
According to Harold Kerzner, we project managers spend 90% of our time communicating.
And according to the title, Bill Dow’s new book Project Management Communication Tools is 100% about communication tools. And since Agile is the hot topic of the day, a large portion of the book is devoted to Agile Communications and Agile Communication Tools.
This episode is sponsored by The Agile PrepCast for the PMI-ACP® Exam:
Bill Dow, PMP, ITIL, CSM - Author
You don’t necessarily have to manage a social media project in order to recognize the benefits of using the tools of social media project management. Furthermore, being a social media project manager is more than simply publishing a few project updates on Facebook.
In order to really reap the benefits, social media has to be a fully integrated and planned part of your project’s communications management strategy.