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Political Skill for Project Managers
- by Matthew Valle, MS, MBA, PhD, CAPM, PMP
Political skill, increasingly seen as a necessary adjunct to process and technical knowledge, is essential for project success. The author identifies the four dimensions — social astuteness, interpersonal influence, networking ability, and apparent sincerity — that are the components of political skill needed to achieve project goals.
Is there an Entrepreneurial Dimension to Project Management?
- by C.J. Walker Waite, PhD, PMP, and Alan Waite, MA, CEC
The emphasis across business and industry on innovation, organizational agility, and customer-centric business models has increased the demand for project managers with entrepreneurial skills. The authors provide a self-assessment that can serve as an indicator of where you are on a project manager–entrepreneur continuum and help determine the kind of education or experience required to advance your professional aspirations.
Resolving Conflicts by Balancing Advocacy and Inquiry
- by Bruce Wilson, PhD, PMP and John Harmon, PMP
Conflict is an inevitable part of a project manager’s life. Many project managers are familiar with the saying: “It’s not what happens, it’s how you deal with it.” This paper provides practical approaches to preventing conflicts from escalating and constructively resolving the disagreements between project managers and their team members or stakeholders.
Expedited Decision Analysis: A Structured, Efficient Approach to Instilling Confidence in Decision-Making – A White Paper
- by Paul R. Genuario
This white paper presents a tried and true, expedited decision analysis methodology that was created and refined by a large government contractor and formally recognized by the government as a best practice. The value of this approach is in its simplicity, ability to be standardized, and applicability to the vast majority of issues that face decision-makers. Supporting rationale behind the methodology is provided, along with a presentation format.
Project Management and the Art of Managing "Shock Waves"
- by Abderrahman Nadir, PMP, ITIL
A "shock wave" may be defined as "a major issue that occurs close to a milestone while everything seems to be quiet." This article provides practical suggestions for combining the science of project management, especially the “verification and control” step for mitigating risk, with the art of project management, leadership skills, in order to better manage shock waves and make the right decisions throughout the project life cycle.
Program and Project Manager Power: What Are the Most Important Traits for Achieving Success?
- by Jeff Hodgkinson, PMI-RMP, PMP, PgMP; Gary Hamilton, PMI-RMP, PMP, PgMP; and Gareth Byatt, PgMP
A program or project manager needs to have a combination of attributes, but there are only two kinds of power: “expert” and ”reverent or formal” power. This power is derived primarily from the expertise and experience he or she has gained from managing work and/or the process or product contained within the chartered initiative. The ability to energize and motivate people into action and to work toward a common goal, while recognizing that each individual may have different perspectives on the meaning of success, is a prerequisite to achieving success.
Looking Forward by Giving Back: How and Why Project Managers Should Consider Serving on Not-for-Profit Boards
- by David M. Ciriello, MBA, PMP, PMI-SP, MCTS, CISA
This article discusses how project managers can leverage their experiences and skills to give back to their communities by joining the board of directors of not-for-profit organizations. Hands-on tips are also provided to give project managers specific ideas on how to make an immediate impact. The article provides an analysis of how individual project managers will benefit both personally and professionally from serving not-for-profits in this capacity.
Tough Project? Ten Insights for True Success as a Project Manager
- by David M. Ciriello, MBA, PMP, PMI-SP, MCTS, CISA
Whether you're a new project manager or seasoned management professional, it's a safe bet you've encountered one, and likely many, projects that have failed. Anyone who spends time at the office water-cooler can likely attest to this. Trading these "war stories" has almost become an unofficial hallmark of seasoned project managers. Taking a closer look at the impact of failing circumstances in the project environment we can arrive at a helpful call to action for all project managers.
Honesty is STILL the Best Policy
- by Rajalakshmi Sethuratnam and Ramya Ramamurthi
How can you promote an open environment in which team members are not afraid to own up to their mistakes? The answer is simple: By being honest yourself. Although it may not be very obvious, honesty leads to trustworthiness. When you are honest and straightforward, your team members will feel that they can rely on you and that you will treat them fairly. This article outlines 10 techniques that can help you gain a project team's trust and confidence.
Improving Decision Making as a Project Manager
- by R. Dale Phillips II, MBA, PMP
The discipline of project management is, by its very nature, laden with a voluminous amount of decision making. Inherent in the traditional role of a project manager is the responsibility for collecting, documenting, and integrating the results of such decisions into a project; however, the complexity of projects today typically require the project manager to do more than record and implement routine decisions made by stakeholders. Today's project manager is expected to provide the customer with a level of expertise that facilitates decision making itself.
Project Leadership: What Drives You To the Finish Line?
- by Melvyn Lee
Leaders are not created from a ready-made mold. They are developed from the crucible of experience. True leaders are not merely organizational assets, they are a gift to others. Visionary leaders do not just view snapshots, they see the full picture. In short, effective leaders are discerning, observant, adaptive, and inspiring. In any project environment, project managers must take on a leadership mantle in order to survive, thrive, and overcome the challenging riddles of their projects.
The Project Manager's Three Critical Factors in Career Development
- by Neil Berman, PMP
The author presents the three critical factors to a project manager's career development, (1) Belief, (2) Strategic Commitment, and (3) Reputation. Focusing on these can help ensure that career development is managed as well as projects.
Project Management and Leadership: Equal Partners for Project Success
- by Ruffin Veal III, PMP
This two-part article explains the four project management processes of leadership and management and delves into leadership and the project professional.