Teamwork

Will a virtual office work for project managers?

Any reader familiar with the TV series hit ‘The Office’ (UK version) would notice people crouched over computer screens doing who knows what, but all very engaged. Roger La Salle says a virtual environment like this could lead to more productivity on your project.

Robots versus Superheroes

It sounds like the title of a great movie, but it’s a battle that is played out every day in every organisation that runs projects. I read something this week that inspired me to write about this battle and what you can do if you are in the midst of it.

3 steps to drive your project team forward

Organisations with broken project management processes need to fix their root social issues first. Rarely is the team lacking the ability to get projects done. Usually, the rate of success is throttled by a lack of organisation, prioritisation and transparency. Liz Pearce shows how ‘moving forward’ is just as easily done as said.

6 behaviours that could ruin your project

As project managers we want our team members to have a commitment to deadlines, be optimistic about their work, stay focused on the goal, have a competitive mindset, stick to the budget, and please clients and management, don’t we? And yet they could be disastrous, writes J LeRoy Ward.

Offsite work, technology and the flexible project manager

Organisations must consider offering flexible and remote working arrangements to attract and retain talented and skilled project managers. Matthew Franceschini provides an overview on how to prepare your organisation for more flexible roles.

Review: Hiring for Attitude—Mark Murphy

Hiring for Attitude is a top-rated book by Mark Murphy, chairman and CEO of Leadership IQ. Prabesh Aryal provides his review:

“I believe this book would be a very good reference for project managers to assemble an attitude oriented project team.”

Developing sustainable project teams

The current environment is challenging. Enough said. But no business can afford to simply stop running projects and wait for the storm to pass. On the contrary, businesses can prosper if they select the right projects and have sufficient visibility on the capability alignment of their project delivery teams.

Emotional engagement and project success

Many projects fail because organisations put their practices before their people. This happens when organisations try to make an employee’s human nature and emotional makeup fit their processes and policies. What should organisations do to ensure team engagement with their projects?

The cost of bad project management

Projects often fail because organisations put more emphasis on rational factors than on employees’ psychological engagement—and the cost to organisations is enormous.