We as Project Managers are often faced with difficult situations and have to resolve any and all conflicts that arise with our stakeholders. We are very adept at our hard skills but often our soft skills go lacking. One of the skills most often called upon, but in most cases the one we are the least comfortable with, is conflict resolution. Most of us are conflict averse and unsure how to manage or resolve conflict. We know that according to the PMBOK the preferred method of conflict resolution is “confrontation.”
Project Management Blogs
Have a Nice Conflict
An Agile Framework - Part 3- Four Agile Project Management Techniques.
Perfection of means and confusion of goals seem -- in my opinion -- to characterize our age.
Albert Einstein
This blog entry is Part 3 of a 5-part series laying out the elements of an Agile framework. It presents 4 techniques generally included in Agile methodologies, and discusses which of the 8 principles presented in Part 2 are usually implemented through them. I will try to explain why some of those techniques do not work sometimes, as well as why it is paramount to apply all of the 8 principles of Agile for Agile techniques to really succeed.
Lessons Learned or Forgotten
Lessons learned must be one of the biggest time wasters in the discipline of project management. Most organizations do them to some extent. Most of the time nobody looks at them after the project is done. But still we keep trying to persuade people to do them. What do we expect? That they will learn from history? A wise man said (Churchill? Not sure), “The only thing we ever learned from history is that we never learn from history”.
10 Ways to Use Requirements to Melt an Executive's Brain
(This blog first appeared in the Business Analyst Times, May 19 posting)
So you've been tasked to get requirements on a strategic project, and you're thinking to yourself, "How can I make my business requirements documents as incomprehensible as possible?" Going this route may not be just a job security thing. Making yourself indispensable as the interpreter of requirements seems to be the traditional route of delivery and getting buy-in. Just keep running the requirements process until someone gets desperate and finally signs off on the spec in the vain hope of getting something useful for their effort before the end of Q4 2014.
Addressing Common Problems with Projects
A recent failure of a 60$M telecom project invites the question of why? The answer: poor leadership.
But this answer is too general. It doesn't really help us understand what we can do as project leaders to increase the likelihood our projects are successful.
Twenty Ideas du jour for the Practicing Project Manager
More Articles...
- How Do We Market & Promote a Project to Ensure Success?
- Communication and Mindfulness
- From the Sponsor’s Desk - Leaving a Legacy of Lessons Learned
- The Agile Project Manager—Do You TRUST Your Team?
- So What?
- Three Tips for Solving the Communications Dilemma
- What’s New in Agile Project Management Certifications?
- Who Manages the Project Manager?
- An Agile Framework Part 2 - 8 Principles of Successful Agile Projects
- Creative Project Management
- Security Considerations for Managing Project Information
- Great Project Management Challenges; The Hoover Dam
- The Agile Project Manager - Don’t Throw out the PMBOK!
- Would You Like To Close Out The Year With Project Success?
- From the Sponsor’s Desk - Avoiding New Technology Risks
- How Much Project Management is Enough?
- To Escalate or Not to Escalate? That is the Question!
- Should PMP Recertification be Modified?
- Project Management Advice from Popular Music
- Lessons from the King’s Speech - How to Influence Without Authority
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