How might we apply the observations Richard Nisbett made in his book Geography of Thought to the project-driven workplace? Is …
If all you are planning on doing at the next conference you attend is to learn something from the sessions and the exhibits, my advice would be to save your money, focus on your work, and ‘get the dvd’. As we all know, attending conferences isn’t just about the sessions, the keynote speakers, or the product demos. The values you attain from attending conferences are all in the periphery, they are about the ‘X Factors’, those that help you , your team and your company get ahead professionally.
Project managers work on various projects, sometimes traveling to various clients’ sites. You juggle many emails, calls, faxes and meetings …
Unfortunately, in many countries, especially English-language ones, foreign languages have not been taken seriously by educational institutions, parents and children. …
The rule of thumb is that the answer to most questions starting with “should everything be” is “NO”.
It’s the same with this question.
Effective communication IS time management. It isn’t a trade-off, such as this question seems to imply. Consider how much time you waste through misinterpretation, vague directions, mistakes and hurt feelings when you are not communicating clearly?
There’s much more to this than meets the eye, but here are five of six tips to effective communication AND time management?
Last article we discussed some of the down-side to working remotely (either from home or from an off-site office). We discussed some techniques an employee can stay in the spotlight, even when they are not located in the same site as their reporting manager, cohorts or those making the salary decisions. Today, we’ll cover the challenges and solutions from the managerial position.
A primary concern for a manager is : as your team starts to grow apart in location, how do I assure the team doesn’t also “grow apart as a team”. How does one keep a cohesive workforce across both distance and time zones?
Now it is time to explore how these services and capabilities are viewed by the enterprise in terms of true business value and competitive advantage. Corporate development concerns itself with the management arm of the enterprise, setting the strategy and priorities, and ensuring that the enterprise wide investments are aligned with future strategic goals.
Now that the linkage between the delivery and operations of the service has been established and the PM understands how the service enables a capability, it is time to make the connection between the delivery team and the organization.
I believe that helping the PM understand EA and its links to Business Architecture (BA) will help to crystallize the role that their delivery team plays in the broader scope of the enterprise.
Linking Project Delivery in the early stages to business value can be challenging at best, due to changing strategic goals of the enterprise. Also, understanding the full life cycle of the delivered service, including the total cost of ownership and the end-to-end life-cycle of the service can be a difficult task to assume and communicate.