Matrix Management Magazine
Is training needed to execute strategy? Is training part of strategy? Let’s answer these questions by first examining the process of developing strategy.
We all know that the point of any project is to produce a final deliverable that satisfies the customer, and is delivered on time and within budget. So, if it's a deliverable we're after, why not manage our projects with a focus on deliverables instead of activities or tasks? Focusing on deliverables at the main project level has several advantages.
When you consider innovation efforts in your organization do you struggle with creating solutions that go beyond problem solving?
Much of the focus today seems to be on training project managers and teams to employ a standard project management methodology.
Managing projects always involves meetings. Let's examine the cost to the organization when employees spend time in unproductive and ineffective meetings.
Often confused with force, which is an attempt to get someone to do something against their will, power is generated when an individual attempts to accomplish something with his or her will. Power at its core is personal power.
If your organization is ready to truly embrace an innovative culture, consider the adoption of an enterprise-wide system and move towards executing strategy in any economy.
A lot of leaders believe managers must have control over the people that work for them and that authority is required to get things done. But since most work is done on cross-functional teams where there is little or no “formal” authority, this won’t work.
Up to 90% of a project manager’s time is spent communicating and a significant portion of that time should be spent gathering information from others.
Principles serve as guideposts or beacons that help you stay on course with your project. These seven essential principles of project leadership will help you become a more effective project leader.