PM Pointers: Managing Superstars

Part 5 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for managing superstars, who are often in need of TLC but it is not as apparent.

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PM Pointers: Managing a Team Member with a Personal Agenda

Part 4 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for getting the most output out of folks who see the project as a way to achieve a personal agenda. In one way or another, these team members have no interest in doing what is best for the team, but rather what is best for themselves.

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The 4 Most Important Skills for an IT Project Manager

The title of Project Manager (PM) assumes a specific set of skills. While PMs certainly qualify as leaders, and the best possess the same qualities that define a great leader, project management is not an abstract art.

PMI defines a framework that is universal enough to apply to any project execution, anywhere in the world, under any conditions, yet, with a very precise set of tools. Some innate talents cannot be taught, but for the purposes of project management, the most important skills can (and should) be learned—and they improve with experience.

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PM Pointers: Managing a Team Member with Personal Issues

Part 3 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members that require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for getting the most output out of folks who have personal circumstances that are objectively more critical to them than work.

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The 5 Secret Jobs of an IT Project Manager

Did you think a Project Manager had just 1 job? There’s a lot more going on behind the scenes than simply “managing a project.”

PMs are often overwhelmed, and always looking for spare time between meetings to get work done. They are pulled in a number of directions, and can easily be distracted from more important tasks. If they’re not careful, they get caught up in politics above them and drama below.

How can a PM stay focused on the most important activities that will best serve their project, organization, and career? By performing these 5 hidden functions:

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PM Pointers: Managing a Team Member Who is Coasting

Part 2 in our 5-part Managing Needy Team Members series.

As project managers, we often run into team members who require a great deal of attention. In an opening post for this series, we discussed a general approach to dealing with resources that need TLC. This post offers techniques for getting the most output from folks who lost interest in work because they expect to exit soon.

Coasters Need TLC, Too

Some project team members know their days of working for the company are counted. Some are coasting towards retirement. Some know their jobs will likely go away when the project is complete. Typically, they just stop trying. Without emotional buy-in, these team members are often more harmful than they are helpful.

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A Day in the Life of an IT Project Manager

IT project managers cover a lot of ground during the workday. From meetings with their team, business counterparts, stakeholders, and users, to prep work before and after meetings, to sending ad hoc communications as the project demands, PMs are birds in flight.

Let’s follow along a day in the life of a typical project manager to explore what needs to be done, why it’s important for the success of the project, and how to make each task more effective.

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No More Excuses: IT Initiatives Must Deliver Measurable Business Outcomes

Delivering on scope, on time, and on budget aren’t enough. Internal customers want tangible results from IT. They want real value.

But too often, those in charge of IT programs and projects tend to shy away from taking responsibility for delivering actual business outcomes.

In this video, Mikhail debunks the 2 most common myths used as excuses by IT managers for not performing “value tests”:

Excuse #1. IT can’t directly affect business outcomes. (You can and should.)
Excuse #2. Overhead for measuring value is too expensive. (No, it doesn’t.)

Watch to learn how to overcome these lame excuses:

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PM Pointers: A “Needy” Team Member Is a Project Risk

A solely results-oriented project manager (PM) sees every project as a personal opportunity to achieve success. On the other hand, some PMs see a project as a series of process steps where their individual role is simply to check boxes.

Neither of these approaches is effective.

To be a great PM, one needs an array of leadership skills. The most critical leadership skill required from project managers is genuine care about the project team members. If you genuinely care about individual contributors you can achieve extraordinary results.

TLC is a natural part of caring about people. Although some team members need more TLC than others.

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How to Increase IT Project Team Intensity

Motivation is a concept well-covered in project management resources, and is required constantly for project success.

Intensity is the level of focus by a project team on a particular activity. Without taking deliberate steps, intensity tends to naturally slide. Maximum intensity is not appropriate to maintain at all times, as it could lead to burnout. However, at key points throughout the project you will need to turn the intensity up to its highest level.

The graph below shows a healthy intensity fluctuation over peaks and troughs.

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