Dear all, Most probably you have already met a situation when you knew the real project or program status and you were under pressure to commit yourself that it would be delivered within budget, on time and to the expected quality even though you knew it couldn't without any change.
As PMs and business managers overall take on increasingly heavy workloads, it makes sense that efficiencies should be incorporated into the work to increase productivity and spend less time on repetitive manual tasks.
We are currently fully facing the COVID-19 pandemic and trying to overcome the obstacles that this time brings to our companies and organizations. What could this situation tell us? Could we have been better prepared as managers on operational level?
An easy solution that does not require any usernames or passwords can lower the barrier of meeting people online. Privately. There are many commercially successful video conferencing platforms but in many articles you can find online the open alternative is not even mentioned. So I chose to not mention the others here. Just open alternatives. And when I say open, it means anyone is free to run an instance as part of their infrastructure or even use any of the available publicly-running instances.
We are currently fully facing the COVID-19 pandemic and trying to overcome the obstacles that this time brings to our companies and organizations. What could this situation tell us? Could we have been better prepared as managers on tactical level?
We are currently fully facing the COVID-19 pandemic and trying to overcome the obstacles that this time brings to our companies and organizations. What could this situation tell us? Could we have been better prepared as managers on strategic level?
Hi, can you give me some advice how to manage a remote team during the coronavirus pandemic? Thank you.
Meetings often do not produce the desired effect due to errors created by inexperienced manager who leads the discussion.
One of the commonly asked questions is how to store enough energy for our free time after work.
I am curious, what will be first mistake (really common mistake) what will scrum master do on his first project or on beginning of every project.
It is known that currently there is generally a shortage of skilled workforce for positions such as: manager, SCRUM Master, programmer, analyst, and others. One of the ways is to look for managerial talents amongst the students during their university studies. The question is which competencies are given to the personality of a young person and which competencies may be developed later in the process.
The last part of my agile mistakes series is the 3rd - SCRUM PRINCIPLES & RULES issues.
I am going to continue with the SCRUM Environment related mistakes/issues.
It is well known that the agile framework should reflect real time customer requirements and develop a viable piece of product at the end of the Sprint. I was engaged with the agile topics and solved the impediments as SCRUM Master and Couch.
What is your opinion on ice-breaking exercises? Do you think that it is possible (suitable) to use them during lectures as a practical demonstration?
The point of the SCRUM Sprint Retrospective meeting is to look at both positive and negative aspects of the project. If the meeting is facilitated by the SCRUM master in a way that the team members only discuss “what is not working”, and the meeting is focused on negative issues, it might damage the work atmosphere and have a negative impact on the team.
Companies face challenges around business opportunities and their value. They struggle to identify the “right” project managers within their organizations who possess the rare mix of business and project management skills.
Applying appropriate Risk Management procedures is very important in order to manage a project successfully. Risk Management procedure covers Risk Identification, Risk Assessment, Risk Responses Planning and Risk Responses Implementation. One of the key failures of managing risks is the fact that is no actual implementation of risk responses.
Hi, my agile project team members are seated at various locations.
Precise decision-making across all levels of an organization must assume its appropriate place in the overall value creation chain.
Hey guys, one more question how often should I communicate with my Project Board?
Hello, I am just thinking, what is difference between project goals and project requirements ? Project requirements are the technical description of the project and project objectives (goals) are benefits ?
Dear all, I got a following question to you: What kind of KPIs would you consider relevant within Agile Oriented IT Company? Looking forward for you suggestions :) Thank you.
Hi, I would like to ask you What project management skills do I need to manage a project?
Just one question out of my curiosity.
I would like to ask you - What tool do you use for communication (mobile application needs to be available as well) in your team?
Do you think the golden rule applies in business or project communication? Golden rule being; I treat you as I would like to be treated, or do to others as you would like to be done to you.
If a team is recording and discussing lessons learned but not implementing them on future projects, what options does a PM have to improve the application of them?
Hello, I would like to know who is responsible for communication in the team.
In order to manage internal and external projects, many companies are nowadays trying to use agile frameworks. However, in many cases, reading books on agile and being familiar with the agile framework (e.g. SCRUM) is not enough. Companies need to firstly revise their internal processes, reflect on project methodology, define roles and responsibilities descriptions. Before implementing agile management to their projects, they need to set and make sure everybody understands company reporting arrangement.
Hi, I would like to know what Requirement Traceability Matrix contains of and what it is used for.
Many managers are not aware of the company's strategy so they cannot make the right decision which are alligned with the strategy. They do not have knowledge about the key strategy goals for the next period. The reason is weak communication among TOP management and middle level management. Cascading strategy (top-down strategy) is missing in the process.
Is there any difference between assertivity and aggressivity?
How to discover and manage an opportunity? What is a ZOOM IN approach?
In the project we had teams across the Globe (Slovakia, UK, India). Different time zones, different culture and different level level of experience was present.
Based on my experience, managers who know how to use the URGENT - IMPORTANT MATRIX (called also the EISENHOWER MATRIX) are in an advantage in comparison to others. The matrix is used to evaluate and subsequently to have the ability to prioritize daily tasks.
Hi, could you please give me some tips on what applications can I use to keep track of deadlines?
How often should we engage the whole team in risk evaluation&response process via Risk Matrix? Is it a good practise to include this on every iteration planning meeting? Or is this something which should be done only by PM during iterations?
Which means "good risk" in project management?
I would like to know what are the most important social competencies for a project manager.
The most famous soccer teams only win thanks to the players’ individual competencies and the team’s ability to precisely fulfill strategy instructions. In the business environment, the company has positive results, when not only works with competent experts, but they are at the same time able to follow the TOP Management strategy decisions.
The daily task of TOP MANAGER is to analyze gathered information and make decisions. The TOP MANAGER of a company should take into consideration many aspects and he/she is forced to make the decision under time pressure. It is very helpful if the manager has the competence to make deliberate decisions based on the decision-making process.
The stakeholders are not prepared for some disruptions in their organisations and private life, following the implementation of the project results.
Along any point in project planning or execution, management takes little proper consideration for potential pitfalls concerning scope, time, cost and quality, among others.
Thoughtless decisions („I don’t have enough time to play with this“).
Most people are uncomfortable about receiving honest, constructive feedback. Managers can be resistant to requesting feedback and team members can be resistant to giving it due to possible ramifications.
I have been asked to produce WBS for project, on which I am participating.
Many times value for the customer or stakeholder only arrives when the final product is delivered.
During the initial phase of the project, stakeholder(s) did not receive adequate information concerning project time line, cost or other unique project characteristics.
Solving the conflicts from the position of power produces more problems than benefits.
Manager takes note and formally documents team and personal performance after a finite project, process or time period.
I am not able to say “no” if somebody asks me for help.
During the bridge repair project (in the execution phase), the customer (town hall) asked for a change of parameters in comparison to the original requirements.
Client is demanding unattainable or unethical action concerning your business approach or project.
Project team was discussing our options to fix delay of construction project.
Hi, our project is delayed and project manager said he wants to use fast tracking.
The construction project is at its end, The customer says there is no need to have a lot of paperwork and they want to start using newly built premises right away because they need to work on the new contract they’ve been rewarded.
We are in the middle of the project.
We are in the middle of the project.
Do you have experience in how to assess and remunerate project managers? Which parameters should TOP Management use to assess the quality of a project manager? It is without a doubt that being on time and within budget is simply not enough.
Assigned project members who do not respect the ethical standards of behavior.
Measurable quality critera for each deliverable were properly set up in the beginning of the project. During the project execution the quality criteria were kept in mind by the project team.
The list of desired benefits from future activities is missing. Top Management does not make a decision (to approve/challenge) based on the listed measurable benefits.