Project Practitioners > Behavioral Characteristics

Posts Under "Behavioral Characteristics"

What teammates say: to lead, be calm (and why that matters)
By Cinda Voegtli
Here's a quick post with an article full of notes on what it means to be seen as a leader by teammates. I am a huge San Francisco Giants' baseball fan, and about to watch game 3 of the World Series tonight. Our local papers are doing a fabulous job posting daily background articles about the team and individual players. In an interview with Wednesday's starting pitcher Jake Peavy, Jale brought up the team's catcher, Buster Posey, "in the midst of a long explanation of why he has been better with the Giants than he was with the Red Sox."... Read More»

Relax/Center/Focus Like Navy SEAL Trainees Do With the 4/4/4 Technique
By ProjectConnections Staff
As anyone who knows me will tell you, I'm always on the prowl for techniques to increase and optimize my personal effectiveness. Having never had the priviledge of serving in the military, I've always been fascinated by how the services take raw civilians and turn them into fighting machines, ready and willing to serve and if necessary, lay down their lives at a moment's notice. The individuals who make this sacrifice are worthy of our deep respect and gratitude and perhaps none are more deserving of these accolades than the Navy SEALS, one of our nation's most elite fighting units.... Read More»

Find A Way Or Make One - The Will-Not-Be-Denied Power of Commitment and Resolve
By ProjectConnections Staff
“We will either find a way, or make one.” Hannibal There's something awe-inspiring about the mountain-moving power of definite, targeted commitment and resolve. It's natural to either opt for a change in direction (an easier way) or to lose steam when encountering what seems to be insurmountable resistance. But I like the metaphor of those small motorized toy many of us enjoyed when we were children, the ones that, when they crashed into a wall or a piece of furniture, would simply back up or in some cases even flip over and continue to soldier on, undeterred in their drive... Read More»

5 Steps to Cultivating an Agile Culture
By Brian Irwin
We’ve all heard the maxim change is difficult. The reasons that change is hard are far too numerous to discuss in a single blog posting. My intent here is to specifically focus on organizational agile transformations and the difficulty of changing culture. Additionally, I want to leave you with some hope. While it is difficult, it is not impossible. There are steps that you can take as an individual that can help the organization as a whole move in the right direction. The 2013 VersionOne State of Agile Survey indicates the top three reasons cited by practitioners for adopting agile... Read More»

Beginning Steps in Becoming a Complete Project Manager
By Randy Englund
While working in a field service office, I observed how a variety of firefighting activities seemed to repeat themselves: sales made commitments to customers and did not inform service, installations began before the site was ready or all equipment was on site, “rough-in” drawings were incorrect for the equipment ordered, etc. Being a process-oriented person, I made a vow to keep these “fires” from occurring again. I also knew that I had reached a plateau in my development at the job and was ready for a change. So I took the initiative to propose a revised process and structure to... Read More»

Deconstructing the PMO to Save the Brand
By Alan Zucker
What do the following have in common? Best Practices, Business Process Reengineering, Matrix Management, Six Sigma, and Management by Objective According to Inc.com1, these are five of the 10 worst management fads. Based on current trends, I fear that the PMO will join this list, as well. Several research firms have found that PMOs fail at alarming rates, with 50% of PMOs closing their doors within three-years2. One driver of this high failure rate is the expectation gap between PMOs and their customers. I believe that poor organizational branding has created confusion about the role and function of the PMO... Read More»

Are You Elegantly Solving the Wrong Problems?
By Brian Irwin
I recently read an interesting article by Mark Shead outlining how good we are at problem solving and how notoriously bad we are at identifying the correct problem to solve. That notion resonated with me in both personal and professional contexts. Being emotionally invested in outcomes can occasionally obfuscate the true underlying issues; or, if we are aware of the underlying issues, we might dare not address them directly for fear of the unknown (insert personal reason here). Alas, we attempt to address what we perceive to be the real issue which often turns out to be only a symptom... Read More»

Organizational Structures, Modes of Power, and The Prisoners’ Dilemma
By Alan Zucker
Say you are assigned to a new project. What process do you follow to determine your approach to engaging the team? Do you analyze the project’s organizational structure? How do you decide which role and power type to use? The project’s organizational structure influences the formal power and role of the project manager. The way the PM chooses to exert power affects the type and quality of the team relationships. The Prisoners’ Dilemma provides insight into the impact of collaborative versus competitive behavior. Organizational structures, modes of power, and The Prisoners’ Dilemma can provide the PM with insight into leading... Read More»

Tactical Communication
By Margaret de Haan
How many times, when managing a project and something unexpected happens (or doesn’t), do you get reactive reasons/excuses a while after the fact? Don’t get me wrong, you need to understand the why to be able to avoid the same thing happening in the future at the micro level, but how could it have been avoided altogether? The longer that I manage Projects, the more that I think that it comes down to 2 things – communication and managing expectations. I believe that if you can do that well, many of the “oops” won’t happen. Yes, yes, I know, there... Read More»

Establishing YOUR Project Team's Culture
By Jeff Richardson
You can tell the difference between an effective and ineffective team by simply observing ONE meeting. The underlying set of agreements becomes very apparent to an outsider, while team members are somewhat oblivious to how their team REALLY works because they have been immersed in the minutiae. Just like fish don't think much about water because they immersed in it, teams become resigned to a "that's just the way it is" mentality regarding how they works interact. Changing the way your team works together seems like a daunting task from the insiders perspective, even for many leaders. The complexity of... Read More»

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