Distributed project teams are the norm now, right? I expect you have more examples of projects done with colleagues in different offices, time zones and countries than projects done by a team of people who all work in the same building.
A distributed team is one where its members are split across several locations. Even if your colleagues are all in the same country and nominally based in the same office location, if you communicate mainly via electronic means or the phone and don’t meet up in person then your team is distributed in nature. Geographical distance doesn’t really come into it – virtuality is an attitude!
Great management and clear guidance are not the only tools that a company can use to improve productivity and efficiency among employees. Establishing healthy competition among members is another effective way to achieve company goals. However, competition has its pros and cons, something that managers should take into consideration before implementing initiatives for competition. You need to understand the difference between positive and negative competition then find ways to encourage the former in the workplace.
The recent PwC Global PPM Survey pointed out some interesting facts about the trends we’re seeing across project and programme delivery. The researchers concluded that the traditional ways of managing projects may not be fit for purpose in a business environment that relies on fast-paced ways to achieve outcomes. The survey reports that while executives know that change has to be done faster to stay ahead of the competition, they don’t actually have delivery methods that make this happen.
Most organizations have a 70% rate of project failures. The reasons could be:
Unclear project scope.
You know that as a team you should be working together to produce the schedule, but as the project manager you need to take the lead on that activity and ask the right questions. As you facilitate discussions to get the information from the team about their tasks and what they have to do in order to complete the project, here are five things that you should be keeping in mind.
If a programme of change is put into recovery, stakeholders will inevitably play a critical role in getting it back on track. Their commitment and engagement can make the difference between a project or programme’s ultimate success or failure. In order to recover the identity and integrity of a programme, project management need to ensure influential stakeholders use their authority and leadership to clear a path back to successful delivery.
How do you consistently and regularly measure whether you are doing a good job at managing your project plan? Metrics help you review and assess performance. There are metrics in project management for practically everything from budgets to quality, risk to planning. Planning metrics are what we are going to look at today.
Here is a selection of metrics that you can use to measure performance on your project plan.
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