Posts Tagged ‘Managing project teams’

White Paper on Project Team Management

Thursday, August 5th, 2010

Our latest white paper is a contribution from Catherine J. Rezak. Catherine J. Rezak is chairman and co-founder of Paradigm Learning , a training and communications organization specializing in the design of talent leadership, business games, business simulations and Discovery Maps®

Today’s successful project management teams must add value to the business they support. They must be able to offer solutions supporting their company’s strategy, in addition to developing Gantt charts. Project members who acquire and practice four key skills can become meaningful contributors to their project team and their company.  Read More…

White Paper on Effective Communication Management

Friday, June 25th, 2010

Communication is among the more important factors for success in project management. Communication is the fuel that keeps the project running smoothly. A research study has found that the three major factors related to an information technology project success are:

  • User involvement
  • Executive management
  • A clear statement of requirements

A failure to communicate is often the greatest threat to the success of information technology projects. All of these factors depend on having good communication skills. This white paper will highlight key aspects of:

  • Effective communication
  • Project Communication Management
  • Communication Process
  • Improving Communications Management

Click here to read more.

Need for Retrospective in Project Teams

Monday, January 4th, 2010

This is an interesting contribution from one of our readersVenkatesh Krishnamurthy.  We would be interested in your comments on the item.

Every organization and every project has a grapevine running in the inner circle. When I say Inner circle, I mean the closed group of people who trust each other.

For example:

In a typical software project,  a manager(PM) with a command and control attitude, would encourage the creation of an inner circle with project team members, whose opinions are being ignored by the PM.  This inner circle group  excludes the Project Manager.  This group in turn talk among themselves and share their agonies without the knowledge of the Project Manager.

The example above of a team member inner circle group, can be extrapolated at an organizational level with the inner circle being the employee group excluding the management of the company.

The inner circle groups mentioned in the above examples are harmful for the project and the organization. They are created because the team don’t have a venue to express their bottled up emotions/thoughts/opinions.  This in turn leads to a lot of negativity.  This negativity needs to be conquered sooner rather than later.  Here is a good article, that provides techniques to conquer such negativity.

One of the ways to conquer the negativity is to provide a platform for the employees to express their thoughts/opinions/emotions. In Agile projects, retrospectives provides such a venue.  This in turn leads to healthier project and teams.