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From Voices on Project Management:
by Conrado Morlan

The term VUCA (volatile, uncertain, complex, and ambiguous) world has been around for a while. But 2020 will be remembered as the year that forced every organization to deal with the VUCA world. And the most successful ones will be those that find ways to improve t…

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From Voices on Project Management:
 

by Christian Bisson

Conflicts arise on any team. It’s inevitable. What’s important is making sure they’re resolved before they grow into something bigger.

It often feels like unfamiliar territory to some, but resolver of conflicts is one of the many hats a scrum mas…

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From Voices on Project Management:
by Marat Oyvetsky, PMP

When professional service organizations work with customers to implement technical solutions, teams often rely on in-house technical staff for support and system/network access during implementation, testing, validation and training. And this is happening more during the pa…

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Have Gantt Charts gone the way of the dinosaur? An important consideration to Lynda Bourne’s argument about reporting is whether you are using a traditional or agile approach to project management.  Reporting for the two methodologies can be very different.  While traditional PM can have a focus on metrics and measures that tell the story of hours worked and budget and schedule, Agile’s focus tends to be reporting on the team.

What are your views on PM reporting?

From Voices on Project Management:
By Lynda Bourne

Projects mean reports! Many project teams are required to produce weekly and monthly reports for their client as part of a contract, or because of an internal set of reporting requirements. This process comes with challenges:

The information is out of date—project …

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From Voices on Project Management:
by Mario Trentim

I’ve been familiar with remote work and virtual teams since 2010. I’ve also witnessed how digital transformation has enabled the adoption of new business models, flatter organizational structures and hybrid project management approaches since then.

In the wake of t…

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From Voices on Project Management:
By Cyndee Miller

Alexis Ohanian has racked up quite a list of accomplishments in his 37 years. He cofounded Reddit, sold it and then came back to help rescue it. He wrote a bestselling book. He cofounded a seed stage venture fund. But when it came time to have a chat with one of his fellow speake…

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In my experience, the most common reason relationships sour on projects in because of unrealistic expectations and poor expectation management. Often, contracting and expectation-setting is done by a sales team without a project manager and/or product manager present for the negotiations.  Because assumptions made during this process are rarely documented and projects become derailed,  its often necessary and recommended that a third party, like the role Emily Luijbregts describes in her blog post, intervene in troubled projects.  A fresh set of eyes and a new perspective can be utilized to re-align the expectations of all stakeholders.  A new project plan may be needed, and communication efforts should be redoubled.

From Voices on Project Management:
by Emily Luijbregts

I often take on the role of escalation manager. I’m brought into projects when things are going wrong. It’s my goal to bring the project back on track and repair the working relationship with the teams and the end-customers to ensure we can have a lasting, producti…

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From Voices on Project Management:
by Dave Wakeman

As we’ve moved through the pandemic, I’ve learned more and more about leadership—what good leadership looks like and what bad leadership looks like. 

Since early July, the first question I pose to guests on my podcast, The Business of Fun, zeroes in on ho…

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One of the most arduous tasks a manager faces is the annual review – and its really quite a shame because, any time there is an opportunity to give feedback, there is an opportunity to provide paths for growth for an employee or resource.  I think Yasmina Khelifi covers many important points in the accompanying blog posts, and I think I would include laying out a plan to improve should the feedback be negative or critical. Even if the feedback is positive, schedule recurring, one-on-one meetings to discuss career goals and improvement techniques.

From Voices on Project Management:
By Yasmina Khelifi, PMI-ACP, PMP

“People reported to me that they had difficulties working with you.”

These were the words a manager spoke to me early in my career—and I haven’t forgotten them. I was very shocked to hear the feedback, as no one approached me about any g…

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