No matter how well you already listen, you can increase your success by listening even better. This Project Pointer gives you exercises to strengthen your and your team’s listening skills. (And you’ll learn other important things at the same time.)
The business case that management uses to justify a project might not motivate non-management stakeholders to buy into the project’s outcomes. This project pointer talks about how to get unenthusiastic stakeholders on board by designing motivators for these stakeholders into the project (if possible).
Many project managers fall short with planning risk responses. Often, risk responses aren’t realistic or can’t be acted on. This Project Pointer provides a checklist to ensure risk responses are realistic and will help the project succeed.
For a project to be successful, stakeholders must adopt the products and/or processes the project delivers. This Project Pointer provides some tips to ensure stakeholders buy into and adopt project outcomes.
Delays on the critical path delay project completion. To keep your project schedule on track, don’t just watch the critical path. keep an eye on the near-critical path and other path changes (and communicate them to stakeholders).
When you add a new member to your project team, it’s a good idea to evaluate their performance so you can address any negative impacts quickly. This Project Pointer describes ways to monitor project and team member performance after a personnel change.
Resistance to change is a frustrating and common aspect of project management. Behind the pushback and complaints could be perspectives crucial to project success. This Project Pointer describes what you can learn and apply from stakeholders’ resistance to change.
Would you like to expand your project management skills and experience or that of the project managers in your organization, but you’re concerned about the impact of inexperienced people working on live projects? I had the chance to see the PMzone Digital Simulation Board Game in action and was impressed with its approach and realism. […]
With all the people skills project managers need, introverts might worry that they won’t be able to manage projects effectively. As a fellow introvert, I can reassure you that introverts can make great project managers. This Project Pointer explains why.
Until my newsletter resumes in mid-January, here’s a rerun of one of my popular articles from 2024.
