Posts Tagged ‘Projects’

Read it on the blog is a project and engineering management discussion blog. A kind of ‘Carrie Bradshaw’ view of the engineering blogging world, only without the shoe fetish!

The aim of this, my second blog, is to open a debate on what is the most appropriate organisational design for companies that are required to deliver high value operational work alongside high value investment programmes. The blog assumes a basic understanding of functional, projectized and matrix organisations. For readers who wish to understand more about these definitions an excellent overview can be found at wikipedia.

I welcome reader engagement and feedback of your views and personal experiences regarding how organisations structure themselves to deliver the different capabilities of ongoing operations and project delivery. If you wish to comment please click the title of this blog and enter your comments in the box at the foot of the page.

Some options that I have encountered include:

1. Create separate functions for operational work and programme/project delivery, alongside typical support functions such as Finance, HR, Legal, IT etc.

2. Create a single function that delivers both operational work and programme/project delivery, alongside typical support functions.

3. Establish separate business divisions for operational work and programme/project delivery, each division containing all the necessary resources required to deliver its objectives.

4. Establish a matrix organisation, containing functions that are tightly defined centres of excellence alongside a programme/project delivery function that is accountable for defining the ‘what’ (programme scope), ‘when’ (programme schedule) and ‘how much’ (financial plan) by jointly managing resources within the the other functions whose leaders are primarily accountable for the ‘how well’ (quality).

So now for the ‘Carrie Bradshaw’ bit

Option 1 may be ideal, providing the demand for operational work, is closely matched to the direct labour resource capacity such that the organisation can meet its required levels of service whilst achieving high levels of resource utilisation. In other words there are no stranded resources or ‘fire departments’. But how often does this situation apply in reality? Possibly in the case of organisations that manage continuous processes, but not so for utilities whose assets are exposed to the effects of weather and other external factors.

Option 2, in my experience, is adopted to address the issue raised in option 1 such that, by combining operations and investment delivery, an opportunity for utilising operational resources on project work during periods of low operational activity is provided. But what does this mean for project delivery ? What happens to projects when the organisation experiences high levels of operational activity? How can programme/project managers produce accurate programme schedules when they don’t know what resources they have at their disposal ? Does programme/project delivery become the poor relation to operational work?

Option 3, is ideal for organisations whose operational activities and investment delivery activities are dissimilar such as water and waste water utilities and where the demand for work is extremely large. Each division being essentially a standalone organisation.

Could option 4 be a solution to the issues experienced by option 2? Establishing a professional programme & project management department within the investment delivery function. A function whose accountability is to deliver the organisation’s investment programmes utilising a common programme management methodology based on best practice and the needs of the organisation. Could this be achieved whilst maintaining a close relationship with the other functions in the organisation through joint management of resources? Is it possible to be ‘best’ at operational work AND project delivery, or does one always succeed at the expense of the other?

I welcome all views, especially those relating to utility industries, please comment.

Project Management Blog – Connecting Developers, Building Worlds

The other day I came across an article written by Natalie Morera titled How to Make Employees Co-Owners of Engagement. "Having employees take charge of their own engagement may be the newest and wisest method companies can utilize," writes Morera.

Of course, I understand that what she’s writing about isn’t necessarily the same thing as getting the individual members of a project team to be co-owners of the project, but I think it’s relevant. In my experience, when team members feel a sense of ownership concerning what they’re doing along with a personal investment in the outcome, their willingness to contribute at a higher level is enhanced. What’s more, I found one of the ways that Morera suggests to help accomplish this sense of "co-ownership" was very consistent with my personal beliefs.

Citing a survey conducted in February 2011, she writes, "Modern Survey surveyed 1,000 working adults in February, releasing the results in a report titled ‘Employee Engagement in the U.S. Workforce.’ The survey found that people who responded yes to the question ‘Does your company have a clear set of values that people know about and understand?’ are 17 times more likely to be fully engaged than those who answered no."

Consider the power of a project team that is 17 times more personally engaged in what they’re doing. I don’t think there’s any question that workforce engagement in the project management process is a big challenge for most organizations. Morera describes what I consider to be the first step to accomplishing this and is very consistent with some of the things we talk about here. Do your people know and understand your company’s values?

It seems simple enough. Make sure everyone is aware of the organizational values that drive particular projects. Almost too simple, isn’t it. However, I believe it’s a key to employee engagement in the work they do every day.

It might be interesting to know if Modern Survey’s results are consistent with what we would find if we asked our project teams:

1. Does your company have a clear set of values that people know about and understand?
2. Do you understand the value to your organization of the project you’re currently working on?
3. How is this articulated to you?

Ask your project teams these three questions and share the results with us. It will be fascinating to see if our informal survey achieves the same results as that cited by Morera.
Strategic Project Management

In my previous blog, posted here on the 28th of February, I spoke about the first key to Successful Improvement Projects; “An Uncompromising Focus on the Customer.” At the conclusion of that posting, I promised to follow it up with the second key; Senior Sponsor Support. Read on to find out about the second key…

It is a waste of time to go about improving operations or implementing a new project unless there is a senior sponsor that will advocate, exert influence and resource the project. If the sponsor is not passionate about the change – do not start! I have seen numerous ingenious innovations left to die on the vine. Why? Because the leader was focused on important, urgent and immediate issues while creative people in the organisation had great ideas but no mechanism to bring that idea to market. The senior sponsor plays a critical role when bringing about changes to the business. Sponsor support happens at two very different levels. You need the sponsor’s ‘head’ to provide you support with resources and people. More importantly you need to tap into the sponsors ‘heart’, to find support in the form of an excitement and passion for the improvement. I discuss this further in my newsletter, Silver Bullet 7. Visit Silver Bullet.pdf for more information.

This newsletter includes some practical tips on engaging your sponsor.

As the project rolls out, ensure you maintain communication with the sponsor to give feedback, receive direction and maintain a level of excitement about the success the improvement will bring.

In my next post, I will explore the third key to Successful Improvement Projects: A crystal clear vision.

Dan Jackson
Head Coach 7SIM Business Improvement
www.7sim.com.au

Project Management Blog – Connecting Developers, Building Worlds

If I had a dollar for every late night I’ve spent working on a project over the last thirty years I could probably take a very nice trip to Hawaii or some other tropical paradise for a week or two. I can’t say I particularly enjoy burning the late night oil, but sometimes it just can’t be avoided.

Because projects sometimes demand those types of efforts, project teams grudgingly accept them as a part of the job.That being said, reliance on heroic efforts to get projects finished successfully is not only a big red flag indicating a broken system, it’s a recipe for disaster.

The problem with too many late nights and caffeine is more than just a team member’s health, although that should be a concern. Too much junk food, too much caffeine and too little sleep is bad for health. Period.

What’s worse in my opinion, is the damage it does to what fundamentally makes a good team member: his or her ability to recognize and creatively solve problems. Of course, everyone is different, and their tolerance for successive late nights varies. For example, when I was younger I could go a day or two without sleep if I was working on a critical project. Today, I need my "beauty sleep" or I am worthless the next day. Which is true in one degree or another for everyone. Our ability to process information, evaluate circumstances and solve problems eventually reaches a point where it starts to diminish and eventually is used up. I’ve observed that to be true whether or not you have the personal stamina of Hercules.

So what do you do about it?

First, you have to take capacity planning seriously. If your organization doesn’t, you will never solve this problem and might as well face the fact that your personal life is over. Capacity planning is more than pushing names around a resource grid. It requires a realistic look at the people on your team, what they are capable of accomplishing in an average work day and planning around that. (Planning for 12-hour days and working through weekends isn’t good capacity planning.)

If you’re not sure, look to your team members for that information. In my experience, most team members underestimate what any particular task will take at first, but over time get better at accurately estimating how long it takes to get things done. And, done in a group situation (like a Sprint planning meeting or other similar venue), the group won’t typically let a "slacker" pad his or her estimates. I’ve seen the team dynamic be very efficient at keeping everyone honest.

Conduct a project post mortem at the end of every project. Make sure you are in tune to what’s going on with your project team. It’s not always easy, but it’s critical to look at our successes and failures if we want to increase the odds of success. I’ve worked with teams where the challenges faced in the previous projects were posted so everyone was mindful of what they were, and could work to mitigate them in what they were doing every day. Instead of dealing with them at two or three in the morning the week before the project is due.

Whether or not you are Agile, borrow from Scrum and conduct a daily stand-up meeting. Standing keeps the meetings short and daily keeps everyone focused on what they are supposed to be doing (hopefully avoiding late nights down the road). When team members are reporting on progress daily, it also gives project leaders the opportunity to recognize accomplishments, collaborate with the team and push away from the computer for at least 15 or so minutes every day.

As powerful as he was, even the great Hercules eventually fell. Remember, if you’re not careful, caffeine and late nights spell failed projects.

Please share what you do to keep projects from turning into all night death marches.

Strategic Project Management

This blog is intended to invite discussion on why some improvement projects succeed while most fail to realise the benefits expected.

I have conducted significant research in this area and have found the reasons most improvement projects fail is not because of the methodology underpinning the improvement process, but the failure to recognise and foster the cultural implications of change.

Equipped with this knowledge, I developed 7 keys to successful improvement projects:
1. An uncompromising focus on the Customer
2. Senior Sponsor Support
3. A crystal clear vision
4. Plain spoken and extensive consultation
5. The best people on the Improvement Team
6. Actively manage change
7. Recognise that people transition differently through change

I have loaded a new video describing these keys at http://www.youtube.com/watch?v=Zb2QpsesYPc

In future posts, I’ll go into more detail on each of these keys. I would like to hear from other project managers involved in business transformation or process improvement to hear your views and any advice you have.

I hope this has been helpful.

Dan Jackson
Head Coach 7SIM Leadership Training
www.7sim.com.au

PS. Email me if you would like a link to the Research Points aforementioned at Enquiries@7SIM.com.au

Project Management Blog – Connecting Developers, Building Worlds

In the real world, formalized projects are only a part of what gets done by the workforce. If we were to take a look at everything project team members do, it would include things such as:

1. Formal projects
2. Ad-hoc requests from colleagues
3. Personal tasks
4. Goals and objectives
5. Repetitive duties that aren’t project related

All this work comes from multiple sources, most of which isn’t captured in any project management software or other project management tool. If we ever want to get a handle on accurate resource planning, I think we need to look at all the work done by individuals on our project teams. What’s more, much of the work that isn’t really project related has the potential to be just as important and should probably be evaluated with the same level of scrutiny as project-based work. Otherwise, project managers, team leads, and other project leaders will never gain an accurate understanding of their people’s priorities, difficulties, and status.

My team probably spends 30 percent or less of our time working on structured projects of any duration. That’s not to say we aren’t up to our armpits every day in stuff to do. However, most of it is of short duration and doesn’t really require a formalized project plan. It does require prioritization and consideration as to how the work fits with the several different projects we might be working on at any given time. This requires a little creative planning and juggling, but the non-project work we do every day is every bit as important to the business goals and objectives of our organization as the formally planned projects.

What do you do to help your project teams manage their non-project-related work?

Strategic Project Management

It is not enough to manage projects virtually, but to properly apply e-project management processes that result in less development time but with improved quality. This is about value and not just cutting costs, after all.

Advancements in telecommunication are among the key movers of offshore outsourcing. Without it, back-office operations and application development outsourcing will not be as successful as they are today. Better infrastructure has allowed for richer applications and cheaper communication that enable businesses and their outsourcing partners to manage people and projects efficiently from different time zones.

Adopting virtualization in managing project offers great competitive advantage to companies and offshore project teams . However, with the increasingly virtualized tech industry, it is not enough to manage projects virtually, but to properly apply e-project management processes that result in less development time but with improved quality. Remember that this is about value and not just cutting costs, after all.

To make a successful adoption of virtualization, a few key elements are involved.

Infrastructure – Both client and vendor must set up the infrastructure that can support virtualization efforts, particularly when the project at hand involves sensitive information. Both parties need the hardware and software to host VoIP calls, and in many cases, virtual private networks (VPN). At the start of the project, prioritize the acquisition of hardware, software, and bandwidth to support collaborative and communication efforts.

Communication Plans – Much of the success of adopting virtualization in depends heavily on communication. On-shore project members do not have the advantages of following up colleagues whenever they want or in person. Delivery teams, on the other hand, do not have the luxury of clarifying project details immediately. In this regard, it is best to set up communication plans that define identify proper channels and approaches. Are there available people on the other end of the communication line? When should the team use virtual meetings? Is e-mail enough to update one another about the project status? Who will project members ask about issues—specific persons or entire teams? Experts agree that it is better to err on the side of over-communication.

Control and Evaluation – On top of delivering results at a time when they are expected to, offshore project teams should report plans for manpower allocations and utilization, risks and issues, and milestones. By having these details, project teams—no matter where they are in the world—can evaluate project status and control risks. This also involves a single control system that allows for an easy generation and consolidation of data. At the end of every period—typically weekly or monthly—such data can be measured to evaluate the success of the project in terms of quality of work, manpower and financial investment, and the lessons learned from the venture.

Collaboration Tools – A repository accessible to every member of the delivery team should be put in place. Do not rely merely on multiple copies of outputs stored in individual folders. Versioning and project management software, such as SharePoint or Perforce, allow project team members to work on single source copies of outputs, as well as archiving, checking out and backtracking of works.

Project Management Blog – Connecting Developers, Building Worlds

Project Manager Capability Assessment for Projects from POME by Gautam Koppala

Project Manager Capability Assessment:

“Good Project Managers are willing to pay the price of achievement. Overcoming the negative is the price of achievement, the price of greatness.”

The Problem with assessing Project Management Capability:

Measuring Project Management capability has been a difficult exercise. Traditional measures have been based on project management metrics such as:

Projects completed on time and budget
Function point productivity
User satisfaction
Methodologies
Principles and Policies
Roles, responsibilities, and authority level

The other alternative is to have an expensive consulting house review your practices and give you a report on project statistics you probably already know. There is usually no money left to do anything after you pay the consulting bill for the project management assessment.

The Solution – How to assess Project Management Capability:

Highly responsive, customer focused company that fulfilled our needs in a timely and very professional manner. The survey, analysis, and report were delivered as expected and provided us with insights into where our organization can benefit from additional project management training. I highly recommend them!

The first decision is what to measure against. What is best practice? What project management metrics? Fortunately, the answer is relatively straight forward. The POME used Project Management Institute PMBOK, RUP, and ISO Guidelines for making a clear structure for successful project management.

Each of these is broken down into major areas to bring a more components that make up successful project management. By measuring against these areas, you can develop a quantitative map of you PM capability.

How to assess Project Management Capability:

In conjunction with a market research specialist, POME have developed a questionnaire that will provide the answers. The questionnaire is directed at people who have participated in a project in the last 12 months. Its better to distribute via email the questionnaire, collect the answers, and provide a report that benchmarks your capability in 9 major PMBOK, and other POME categories. It also provides guidance as to the steps you might take to improve performance.

Benefits of a Project Management Assessment:

You get a map of your organization’s project management strengths and weaknesses
You can focus on quick wins to improve productivity
Serious shortcomings are identified and can be targeted with major programs
Repeating the survey after a period measures improvement
As Project Manager, you can present numerical data to show the work required and results achieved.

The project Director/ Project Sponsor will assess based upon the competencies of the Project Manager, and would get an idea for the formal training recommendations

POME Prescribe:

About Leadership:

ü  Keep your approach friendly: People are not looking to make friends at work, but refraining from an aggressive approach towards your employees is a good idea. Be diplomatic and assertive, instead.

ü  When taking on a new project/responsibility at work, convey to your management the extent of authority you need in order to effectively execute your project. Ensure that you have the authority that you need before you start work on your project.

ü  Being people-oriented does not mean that you cannot be task-oriented (and vice-versa).

ü  One-to-one: Meet regularly with your team members on a one-on-one basis. When you apply this principle to your kids, it makes each of them feel special.

ü  Nobody appreciates a micro-manager: Don’t sit on the heads of your team members.

ü  Giving autonomy does not mean not keeping track of progress.

ü  Learn how to manage people (more difficult than it sounds, believe you me!), and the rest of your job will that much easier to execute.

ü  As a leader, you should have the ability to bind the team together and give them a sense of “we’re in this together.” For instance, as the head of your family, you can promote bonding by setting aside time for family board games, story-telling sessions, family picnics, family prayers and the like.

ü  Stay visible – As a leader, you need to be visible in good times, as well as when there are problems to address.

ü  Your reputation depends on your perceived credibility and integrity: A very basic item for leaders is to ensure that promises made are promises kept. If action is committed, it must be performed.

ü  Personality: As a leader, does your personality influence and inspire your team?

ü  Leadership CAN be learned. Focus on these areas to improve your leadership skills:

Initiative
Leverage your charisma to influence others
Lead purposefully and with commitment
Develop a result-oriented approach
Cultivate an attitude of optimism
Work on your self-confidence – especially for weakness areas (for instance, if you are particularly nervous around people with an intimidating body language, create a plan to tackle that, and come across as confident and in-control in their presence.)
Cultivate empathy so that you can encourage and nurture your team
Learn to identify winners – and nurture them
Learn to read between the lines to understand the underlying concern that prompted the dialogue
The ability to motivate people so that they stretch out of their “comfort zones”
Improve your decision-making abilities by learning from past decisions
Learn to see the big picture
Polish your Goal Setting skills
Develop Personal Goals and examine them at regular intervals
Effective Time Management

ü  Flexibility: While it is a good thing to be firm and stand by your decisions, It is important that you are flexible enough to realize when plans need to change. View planning as an ongoing process. That way, you can change course midway without too much damage, if the original plan is not working. Are you open to continuous planning and updating of the plan?

Gautam Koppala,

POME Author

Selecting the wrong project manager for Projects from POME by Gautam Koppala

Selecting the wrong project manager

Even though executives know the personal characteristics and traits that project managers should possess, and even though job descriptions are often clearly defined, management may still select the wrong person because they base their decision on the following criteria.

Maturity

Some executives consider gray hair to be a sure indication of maturity, but this is not the type of maturity needed for project management. Maturity in project management generally comes from exposure to several types of projects in a variety of project office positions. In aerospace and defense, it is possible for a project manager to manage the same type of project for ten years or more. When placed on a new project, the individual may try to force personnel and project requirements to adhere to the same policies and procedures that existed on the ten-year project. The project manager may know only one way of managing projects.

Hard-Nosed Tactics

Applying hard-nosed tactics to subordinates can be very demoralizing. Project managers must give people sufficient freedom to get the job done, without providing continuous supervision and direction. A line employee who is given “freedom” by his line manager but suddenly finds himself closely supervised by the project manager will be very unhappy.

Line managers, because of their ability to control an employee’s salary, need only one leadership style and can force the employees to adapt. The project manager, on the other hand, cannot control salaries and must have a wide variety of leadership styles. The project manager must adapt a leadership style to the project employees, whereas the reverse is true in the line organization.

Availability

Executives should not assign individuals as project managers simply because of availability. People have a tendency to cringe when you suggest that project managers be switched halfway through a project. For example, manager X is halfway through his project. Manager Y is waiting for an assignment. A new project comes up, and the executive switches managers X and Y. There are several reasons for this. The most important phase of a project is planning, and, if it is accomplished correctly, the project could conceivably run itself. Therefore, manager Y should be able to handle manager X’s project.

There are several other reasons why this switch may be necessary. The new project may have a higher priority and require a more experienced manager. Second, not all project managers are equal, especially when it comes to planning. When an executive finds a project manager who demonstrates extraordinary talents at planning, there is a natural tendency for the executive to want this project manager to plan all projects.

Technical Expertise

Executives quite often promote technical line managers without realizing the consequences. Technical specialists may not be able to divorce themselves from the technical side of the house and become project managers rather than project doers. There are also strong reasons to promote technical specialists to project managers. These people often:

Have better relationships with fellow researchers
Can prevent duplication of effort
Can foster teamwork
Have progressed up through the technical ranks
Are knowledgeable in many technical fields
Understand the meaning of profitability and general management philosophy
Are interested in training and teaching
Understand how to work with perfectionists

As described by Taylor and Watling:

It is often the case, therefore, that the Project Manager is more noted for his management technique expertise, his ability to “get on with people” than for his sheer technical prowess. However, it can be dangerous to minimize this latter talent when choosing Project Managers dependent upon project type and size. The Project Manager should preferably be an expert either in the field of the project task or a subject allied to it.

Promoting an employee to project management because of his technical expertise may be acceptable if, and only if, the project requires this expertise and technical direction, as in R&D efforts. For projects in which a “generalist” is acceptable as a project manager, there may be a great danger in assigning highly technical personnel. According to Wilemon and Cicero:

The greater the project manager’s technical expertise, the higher the propensity that he will overly involve himself in the technical details of the project.
The greater the project manager’s difficulty in delegating technical task responsibilities, the more likely it is that he will overinvolve himself in the technical details of the project. (Depending upon his expertise to do so.)
The greater the project manager’s interest in the technical details of the project, the more likely it is that he will defend the project manager’s role as one of a technical specialist.
The lower the project manager’s technical expertise, the more likely it is that he will overstress the non technical project functions (administrative functions).

Customer Orientation

Executives quite often place individuals as project managers simply to satisfy a customer request. Being able to communicate with the customer does not guarantee project success, however. If the choice of project manager is simply a concession to the customer, then the executive must insist on providing a strong supporting team.

New Exposure

Executives run the risk of project failure if an individual is appointed project manager simply to gain exposure to project management. An executive of a utility company wanted to rotate his line personnel into project management for twelve to eighteen months and then return them to the line organization where they would be more well-rounded individuals and better understand the working relationship between project management and line management. There are two major problems with this. First, the individual may become technically obsolete after eighteen months in project management. Second, and more important, individuals who get a taste of project management will generally not want to return to the line organization.

Company Exposure

The mere fact that individuals have worked in a variety of divisions does not guarantee that they will make good project managers. Their working in a variety of divisions may indicate that they couldn’t hold any one job. In that case, they have reached their true level of incompetency, and putting them into project management will only maximize the damage they can do to the company. Some executives contend that the best way to train a project manager is by rotation through the various functional disciplines for two weeks to a month in each organization. Other executives maintain that this is useless because the individual cannot learn anything in so short a period of time.

Finally, there are three special points to consider:

Individuals should not be promoted to project management simply because they are at the top of their pay grade.
Project managers should be promoted and paid based on performance, not on the number of people supervised.
It is not necessary for the project manager to be the highest ranking or salaried individual on the project team with the rationale that sufficient “clout” is needed.

POME Case- Study

Setting High Departmental Standards as a New Manager — Case Problem: ‘‘The Bitter Beginning”

Overview

While having lunch in the company cafeteria, Jack, the general credit manager and a twelve-year veteran, couldn’t wait to tell his friend, Marv, a sales representative, about the new controller’s first divisional management meeting.

‘‘You wouldn’t believe what the new guy said,” Jack said angrily. ‘‘Let me see if I can recall some of his ‘pearls of wisdom.’

‘‘The new boss said, ‘Okay, you guys, now that I’m in charge, let’s get one thing clear. I’ve checked you out, and just by looking at you, I can tell my sources weren’t too far off. So you won’t be pulling the wool over my eyes like you did with my predecessor—who, by the way, is a good friend of mine. I want to tell you about yourselves.

‘‘ ‘Your past record is a disgrace, demonstrating indifference to the company’s needs, as well as a lack of interest in our division. In fact, it seems to me that all you’ve been demonstrating around here has been laziness, avoidance of work and, in some cases, just plain stupidity.’ ”

‘‘Jack, you’ve got to be kidding,” Marv interrupted. ‘‘You’re putting me on!”

‘‘No, I’m not, Marv,” Jack replied. ‘‘But wait, it gets better. The new controller also said, ‘I’ve been brought in to whip this group into shape. This is how I’m going to do it.

‘‘ ‘First, although I don’t expect good performance from any of you, I’d better get it, or else. Second, if you don’t perform satisfactorily, you’re going to be in for some big trouble. And, third, if, by some stroke of luck, you manage to succeed in improving this division’s performance, don’t look to me for any ‘‘thank you’s”—you’ll only be doing what you’re getting paid for.’ ”

‘‘Well, Jack,” said Marv, ‘‘it seems as though hard times are ahead for you and the rest of your division. Tolerate this guy as long as you have to; but if I were you, I’d start looking around for a new opportunity. I just don’t see how you can come out winning.”

Case Analysis

It is difficult to imagine any employee winning with a manager like the new controller. Even if Jack and his colleagues try to improve the division’s performance, they probably won’t make much headway with their new boss, since he already is convinced that they are losers and has no confidence in their ability to turn the division around.

In addition, he has refused to offer his management staff any incentive for working harder, informing them that they will receive no recognition for improved performance.

Solution:

The initial expectations and attitudes communicated by a new manager to a department can be extremely important in setting the direction for the staff. To help start off your new relationship with employees in a positive and productive manner, consider the following action tools:

During your initial staff meeting, create a positive mood and share your vision for teamwork and top results.
Explain your goals for the department and share preliminary guidelines for successful operations.
Explain your high standards and expectations of top performance and dedication to quality.
Inform your staff that top efforts and significant contributions to the department will be recognized.
Let your staff know that you are there to support and encourage them.

Gautam Koppala,

POME Author

More “project Management” Articles

Project Management- A Good Foundation For How Projects Are To Operate

We should be self sustained and motivated to promote all our enthusiastic thoughts in our work environments without despair for anything.   Taking the PMP training in preparation for the BIG test can give better chance in the present position or in future position in addition to their hard work.

Earning Big Bucks Easy For Effective Manager

If you are not occupying a managerial position yet, do you have to wait for that time to acquire managerial skills? By that time, that would be too late or there would a stiff competition for that supervisory or managerial position. Fortunately, you do not have to be a college or Harvard graduate or an executive in a top level company to qualify for a PMP training.

To obtain clear understanding on question pattern in PMP certification test, you can get some model questionnaire for . Whithou a training programme you can not pass the test by just following this questionnaire. After you pass the test, prospective employers in any part of the globe will quickly hire you and pay you a generous rate accorded to PMP certification holders. But it’s not that simple; the test is tough because the questions are unpredictable.

In order to attend for PMI test, one has to undergo PMP training which influences his own career. If you want to become a managerial expertise in your current job or for your future career challenges, this PMP training will certainly make you through its structured modules and combine theoretical and practical applications.

What Can the Training Offer?

To face the tough Project Management Institute’s (PMI) examination and for obtaining a successful certificate, this Professional Management Planning PMP training will train all professionals who attend it. The PMI, one of the US and UK top institutes churn out topnotch managers in their respective areas of expertise – finance, marketing, engineering, education etc. – along current and global standards.

PMP training is provided by a number of institutions licensed or affiliated with the PMI. The different training strategies will be offered by approved training institutions for offline and online training schedules. Online or video practice exam offer time and geographical flexibility because lessons are easily downloaded. These practice questions are only a portion of the training.

All those attend a training course will face a classroom environment and relevant lectures on the topics which they are interested and a completion certificate after completion of the training. For appearing in comprehensive PMP test every one must possess a successful trining completion cenrtificate. You can seek the exam results and your weak areas from the feed back provided by the instructors.

There are various factors and trends for a project’s success or failure to be learned to understand problem situations, their solutions and ease of analyzing methodologies.  This can be accomplished by undergoing proper training that help to establish your comprehension skills.

Related project management video:

Highlight the Critical Path in Microsoft Project.