There’s one Project technique that has the capacity to transform your skillset and raise your Project Management to the next level: the Lessons Learned review.
So, in this article, we will take a look at everything you need to know about how to make your next lessons learned meeting a great success.
The PMI has titled its 2018 Pulse of the Profession report: Success in Disruptive Times.
As with previous reports, Success in Disruptive Times is filled with fascinating data and valuable insights. And, as we have done with the 2016 and 2017 Pulse of the Profession reports, we will take a selective look at the aspects that catch our attention, and encourage you to read the full report for yourself.
You can download your copy of Success in Disruptive Times from the PMI’s website.
Project Managers can learn from all sorts of places. And, since your job is partly to serve your clients and stakeholders, one valuable source of ideas for you is customer service.
In this article we will look at how you can keep your client and stakeholders happy by applying some of the principles of good customer service. Very little of this will surprise you, because you have been a customer plenty of times. You’ve seen the best and the worst of customer service in you work and you daily life.
But, what I hope this article will do, is give you some food for thought. It will offer a load of ideas for how you can apply what you already know about good customer service, to pleasing your customers: the client for whom you’re delivering your projects, and the stakeholders who are affected by that project.
And this is particularly relevant if you are a PMI member. ‘Customer Relationship and Satisfaction’ is explicitly a part of the Strategic and Business Management Competency of the PMI’s Talent Triangle. Yes, PMI uses the language of ‘customers’!
Dr Mike Clayton is founder of OnlinePMCourses.com.
Here, he answers this question, in under 5 minutes.
A robust risk culture goes beyond having a strong basic risk management process. But the rewards for the extra work you’ll put in to build that culture are huge. Particularly for large, complex, or strategically important projects.
Some of my readers may hope to influence the risk culture of their whole organization. But, for many, I suspect this may be too great an ambition. For you, the right aspiration is to build a positive risk culture within your project. As a Project Manager, that’s entirely within your scope.
But these ideas scale. And the process for creating a robust risk management culture within your project can apply equally if you get a chance to influence your wider organization.
Projects create change for the people in the organization where we are working. And the success of your projects will often depend on how well you manage that change process.
But dealing with emotions and arguments is uncomfortable. So, too many project managers shy away from it. They either leave it to a ‘change manager’, or worse: they ignore it.
That is a big mistake. So, in this feature article, we’re offering a primer in Change Management. We’ll tell you what it is, how people respond to change, and the main pointers you’ll need to manage change effectively.