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You are here: Home Blogs Displaying items by tag: Communication
Project Management Blog
Monday, 15 October 2007 14:55

About soft skills and project management

A key success factor for excellent project management often relies also upon the people skills of the project manager.

In order to minimize risk and ensure a successful project, project managers must not only deal with the technical project management aspects, but asses leadership skills, cultivate a motivated team, master negotiation tactics to effectively handle conflict situations and communicate effectively. Projects success can be jeopardized by things such as personal agendas, politics, poor communication and team conflicts.

And if you succeed, no matter how "good" you are,  you will never get the credit, if can’t communicate well with colleagues or clients.
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Today's PM PrepCast PMP® Exam Tip is: An overview of the PMI Code of Ethics and Professional Conduct.

Don’t steal, don’t cheat, and don’t lie. This short sentence pretty much sums up the PMI Code of Ethics and Professional Conduct. It describes the expectations that we have of ourselves and our fellow practitioners in the global project management community. It articulates the ideals to which we aspire as well as the behaviors that are mandatory in our professional and volunteer roles. The purpose of the Code is to instill confidence in the project management profession and to help an individual become a better practitioner. 

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Tuesday, 21 August 2007 15:51

Point 14 - Deming in Project Management

Total Participation Starting From the Top

This point speaks to the need for
(1) commitment from top management and
(2) commitment from everyone else in the organization.
Quality is everyone’s job, and if any implementation is not total, it will not fulfill its full potential. 

In project management, I see this point alluding to executive formation and support of a company-wide Project Management Office. That PMO must be the central source of all project management knowledge, under continuous development by the practitioners of project management. Lessons learned and any potential improvements to the project management methodology used by all PM’s in the company should be evaluated, tested, and implemented as a positive change.

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Tuesday, 21 August 2007 15:49

Point 13 - Deming in Project Management

Training Not Related to Job/Task

In order for continuous improvement to become organizational culture, it must also become a personal goal for every employee. Self-improvement should not be limited to immediate application, that would be an example of short-term thinking. Employees are the most important assets of an organization, and therefore require effort to retain and enhance them.

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Tuesday, 21 August 2007 12:49

Project Manager/Consultant

This is an article about the interview process and a recent job seeking experience of mine. I am interested in finding out how often a scenario such as this takes place in today's environment. Is it something that just happens on occasion or does experience, age, communication skill, etc. influence the situation? Your comments are welcome.

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You probably don’t need me to tell you: It can be really challenging to communicate in a complex business environment wherein each individual has their own specialties, focus and vested interests! And, as these individual interests are measured against different criteria, often it is not apparent that they are actually mutually dependent.  
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We’ve beaten Mr. Genius, Ms. Bellows, Mr. Promise and Mrs. Process.  But what chance do we have against Ms. Meetings?  She is very sweet.  As a matter of fact, she brings donuts to all of her meetings.  And she certainly has a lot of them.  Any time there is a question she calls a meeting.  She has regularly scheduled Status Meetings, Team Meetings, Progress Meetings and Recap meetings.  During testing there is a meeting at 7:00 AM to determine the daily schedule, a meeting at noon to check on status and one at 6:00 PM to review results.  Then every hour on the hour she meets with the individual areas to make sure progress is being made.  She even had a couple of meeting to determine why productivity was so low.
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Adopt a Philosophy of Cooperation Where Everyone Wins and Teach it to Everyone

Often, projects can become battlegrounds where the project manager and team are at odds with the sponsor and other stakeholders. These conflicts can arise when the project environment is not conducive to a win-win approach.

In project planning and initiation, clearly define the WIIFM (What’s in it for me) for everyone on the project.

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Friday, 13 April 2007 12:06

It Was An Itsy Bitsy, Teeny Weeny......

Finding the right balance of documentation and methodology can be challenging on small projects.  Here are some tips. 

I have been managing small projects for some time now.  Some of my project are really tiny, I'm talking about 8 hours of work max.  Others can be 2 week or month-long projects.  Some span several months, and then you get up into the 6 month and year plus undertakings.

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Wednesday, 11 April 2007 19:58

Are You A Master?

In the April 2007 edition of PM Network, there is an article titled "Master Plan: IT executives need to develop an eye for project managers" that I would like to comment on.

The article is mostly based off a study done by Gartner Inc., in Stamford CT, USA. One sad but true statistic stated that 20-30% of IT executives "have a 'dismissive attitude' toward project management". Those are the same execs that suffer "from poor quality, late delivery and unrealistic project costs." I can related to this information from my personal experience, and would venture a guess that when you move into executives in operational areas, the dismissive attitude towards proper project management increases. The majority of IT execs seem to have seen the light and made the realization that there really is value to be delivered by well run projects by individuals who have the right skills to do so in a formal manner. 
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