Archive for the ‘Project Management’ Category

Social Networking Strategy for Project Managers

27 February 2010

Social Networking for Project ManagersIt was a sold out crowd of about 280+ project managers at my PMI Southern Ontario Chapter keynote presentation last Thursday.

Several attendees asked me for a copy of the presentation (PDF 3.15MB). If you download it, please Leave a Reply to let me know if you find it useful. If you have additional questions, I would love to hear them too.

As I indicated in my presentation, social networking is far superior to traditional and professional networking when it comes to speed and volume. However, do not forget the importance of personal touch—meeting someone in person, or connecting with them via e-mail or phone with a personal message.

Some people only like to connect with people that they have met in person. For me, I welcome all connections—be it in person or electronically.

Connect with Dr. John A. Estrella via Facebook, LinkedIn and Twitter.

Really Stupid Job Interview Mistakes

9 February 2010

Job Interview MistakesIf you have been following my blog, you know that I primarily write about project management. However, I witnessed a situation today which compelled me to write about a different topic.

While waiting at the reception desk for my meeting, a gentleman approached the receptionist and mentioned that he has an interview with “Jeff”. Unfortunately, he can’t remember Jeff’s last name. I’m wondering how he expects the receptionist to find Jeff in a large financial organization. He added, “The interview is for an IT position.”

Although he looks decent, he had an earring, he was not wearing a tie, he did not polish his shoes and he was carrying a backpack. Even if he was able to connect with Jeff, do you think he’ll get a job offer? The receptionist politely told him, “I am sorry, I can’t help you.”

Connect with Dr. John A. Estrella via Facebook, LinkedIn and Twitter.

Belonging, Believing and Becoming: Applying Religious Concepts to Project Team Building

2 February 2010

Project Team BuildingAlthough some people may not believe in religions, we can definitely apply what Fr. Ed Murphy learned from a Jewish Cantor. Similar to religions, project team building requires three components: belonging, believing and becoming.

Popular motivational theories consider a sense of belonging as a key motivational factor. Team members need to feel that they are part of the project in order for them get a sense of “personal ownership, responsibility and commitment.”

Team members will believe in a project only if they feel that they are part of it. It cannot be forced upon someone. It can only grow through communication, collaboration and conflict resolution.

Becoming can be fostered by experiencing a sense of a belonging and believing in the project objectives. You will know that you have a well-built team when they start preaching the project benefits to others.

Connect with Dr. John A. Estrella via Facebook, LinkedIn and Twitter.

Delivering Projects as Promised: Stick to the Baseline or Manage Through Change Requests?

25 January 2010

Project Baseline and Change RequestsThe preliminary project scope statement outlines the project and product objectives, and high-level scope, schedule and budget. Requirements collections help refine various parameters which often serve as the initial project baseline.

Given that several unknowns will materialize as you progress deeper into the project, what is the best way to deal with these unknowns? Despite your best project management plan, you may not have a choice but to issue change requests to address the changing project dynamics.

Is it better to do everything in your power to stick to the initial baseline or succumb to the need to issue change requests? With the former, you will look good by keeping your promise but may end up delivering an inadequate product. With the latter, you run the risk of losing your credibility by not delivering as promised.

What should you do?

Connect with Dr. John A. Estrella via Facebook, LinkedIn and Twitter.

The Ask: A Management Tool to Expedite Tasks

21 January 2010

Project Manager's AskFrom various engagements, consultants get to see the best practices of top organizations worldwide. A good tool or technique usually becomes part of the consultant’s repertoire of best practices.

In the last few months, I have learned the concept of “the ask”. In a project, you need to have a clear understanding of the “project sponsor’s ask”. What is it that s/he is asking you to deliver?

When delegating tasks to team members, be explicit on what you are “asking” them to do. Do you want them to review the documents and provide feedback, or do you want them to edit and finalize the documents?

Instead of simply forwarding an e-mail with an FYI tell them what to do with it—“no action is needed” or “add a calendar reminder”.

A clear “ask” can expedite the completion of tasks.

Connect with Dr. John A. Estrella via Facebook, LinkedIn and Twitter.