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Project Management

Four Categories of Motivators at Work

Nobody does work just for the heck of it. There has to be a motivation compelling people to put in the effort. Research has been conducted into the various different ways that people are motivated to complete work. In a post at her website, project leadership coach Susanne Madsen shares Gretchen Rubin’s four categories of people and how they motivate themselves at work: Obliger Questioner Upholder Rebel Upholding Motivation Each of these categories has to …

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How to Get Engagement for Your Strategic Projects

Setting the strategy is one thing, and doing the strategy is another. No matter how great a pitch an executive gives for how strategy will better position business, it will not come to anything if the right projects with motivated workers are not built around it. In a post for Strategy Execution, Elizabeth Harrin shares some advice to spur employee engagement with your strategic projects. Connect and Empower To back up a bit—a good pitch …

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7 Steps to Successful Project Requirements Gathering

Requirements are the direction and the guardrails on a project. They specify all the general work that must be done in order to satisfy stakeholders and push strategy forward with project completion. In an article for TechRepublic, Moira Alexander shares seven steps to get requirements gathering right: Identify all project stakeholders. Ask stakeholders the right questions. Determine the best requirements-gathering techniques. Document everything. Analyze the results. Verify the results. Obtain sign-off. A Humble Gathering While …

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There’s More to a System Design Than Requirements

A few years ago, I was asked to assist on a project where the client was replacing a highly-customized legacy system. As part of the discovery process, we were looking at the integrations to the other systems—internal, third-party administrators, and so on—currently in place. One integration in particular seemed unnecessarily convoluted; it received a file from one system, validated all of the data, and generated workflows to various roles in the event a particular transaction …

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How to Unite Enterprise and Project Risk Management

Enterprise risk management (ERM) is essentially just what it sounds like—taking a business-wide view of organizational objectives and addressing the multifaceted risks that might arise from pursuing them. Project risk management takes the same principles and shrinks them to the project level. Both are necessary for healthy business, but ERM and project risk management are not often linked well enough. In a post at the Project Risk Coach, Harry Hall discusses how to more effectively …

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Keep Your Project on Track with or without Help from Your Ace

Business is changing, but employees are not necessarily changing with them. Friction is created when the IT organization moves to transform into a service organization, but the old guard is not willing to transform with it. You might end up in a situation where your ace technical person is unwilling to help you execute your modernization project. In an article for TechRepublic, Mary Shacklett provides some tips for how to navigate this hostile situation. Playing …

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Qualities Project Sponsors Need to Support Strategy

The only project sponsors who think sponsorship is an undemanding job are the ones who do not actually understand sponsorship. Project sponsors are the conduit between strategy and execution. That makes them critically important. In a post at Strategy Execution, Elizabeth Harrin describes some qualities that good project sponsors possess. Fully Featured Sponsorship Sponsors first and foremost must be influential and well connected. They should have a spider web’s worth of connections throughout the organization …

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Five Flavors of Saying No

Do you have a hard time saying no? And if so, how many times have you subsequently hated yourself for saying yes? In the context of a project, managers who say yes too often are going to crush themselves and their teams underneath a pile of unending work. And even worse, being too loose with allowing scope changes will probably result in wasted work too. In other words, there is a lot to lose from …

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10 Deceptive Project Management Myths

Myths and misconceptions crop up all over the place in project management. You have probably already heard about several of them before, and some of them are more obviously untrue than others. But in an article for CIO magazine, Moira Alexander collects a new set of myths to debunk, some of which sound deceptively believable at first: Everything within a project is fixable. Clients always know what they want. A previous project template is a …

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How to Evaluate Risk Velocity

“Risk velocity” sounds like it should be the name of a Jean-Claude Van Damme movie (fingers crossed—it will be someday), but it is actually an estimated time frame in which a risk is likely to occur. Understanding risk velocity can be a helpful tool in risk management. And in a post at the Project Risk Coach, Harry Hall succinctly explains everything you need to know. Using just a couple charts, he illustrates some effective templates …

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