Posts Tagged ‘skills’

Help Your Project Team Escape Meeting Hell

Written by Josh Nankivel    

Meetings.  Meetings.  Meetings. The end of another week.  I didn’t get the design finished like I had wanted to this week.  It just seems like there is so much to do, and so little time! This has been happening a lot lately.  What is going on here?  Why am I not getting things done? (Read more..)

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Create Detail and Summary Activities

If you look at a WBS activity and determine that it needs to be broken down to another level, the original activity becomes known as a “summary” level. A summary activity does not have any work or hours specifically associated with it. It represents a logical roll-up of the activities that are under it. (Read more..)

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Collecting Metrics Using Surveys

One way to supplement quantifiable metrics is with client satisfaction surveys. For instance, instead of trying to measure the exact response time of an application against some service-level standard, you could simply ask your main users how satisfied they were with the application response time. (Read more..)

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Attack a Team Morale Problem on Many Fronts

Morale problems don’t happen overnight, and they cannot be resolved overnight. Typically, the complete causes and remedies are out of your control. However, as the project manager, there are some things that are within your control. Regardless of how much you can do, if the group sees you trying to help, they will feel better as well. (Read more..)

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How to focus on customers?

By Sanjiv Anand and V. Ramkumar
While we may hear several organisations claiming to be customer focused, it is easy to observe not many are. The success of building a customer focused organisation is not just in defining who your customers are, but in also creating a culture in the organisation that is oriented towards servicing them effectively and investing in the measurement of customer service. (Read more..)

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Project Managers Need to Set Deadlines, Even if the Client Doesn’t

Many projects have firm deadlines that are the result of business constraints, the fiscal calendar or the relationship with other projects. However, many projects do not have a firm external deadline. In fact, your sponsor may want the project completed as soon as possible, but the sponsor does not have a reason why the deadline should be one date versus another. (Read more..)

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Manage the Work at a High-Level or Low-Level Based on the Situation

One of the common responsibilities of all managers is the management of people and the management of work (if you don’t do either, you are not really a manager). All managers need to have timely, relevant and accurate information so that they can manage their people and work effectively. The trick, of course, is to know how much information you need, and at what level.  (Read more..)

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Manage Within Tolerances

When you manage the schedule and budget, you normally do not need to be accurate to the minute or to the dollar. You also do not want make all kinds of proactive changes if your project is a day over deadline one week and a day ahead of schedule the next. (Read more..)

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Create a Short-Term Schedule to Guide the Definition and Planning Processes

The process of creating the Project Charter, schedule and budget may take a long time and may be very complicated. Therefore, the work should not be left unorganized, for the same reasons that you are building the schedule for the project to begin with. Immediately after being assigned, the project manager should create a short-term schedule to plan and guide the initial activities. (Read more..)

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How to negotiate on behalf of others

Unless your official title is “lawyer” or “agent,” you probably don’t think of yourself as an agent. But if you have ever represented a family member, your boss, your department, or your organisation in a negotiation, you have served as that party’s agent. (Read more..)

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