The fate of projects depends heavily on whether communication is occurring and whether it is clear, writes Scott Eblin. To put things right, Eblin advises, it’s important to ask questions that reveal what the project involves, why it matters and who’s supposed to be doing what.
February 22, 2014
May 26, 2013
It’s still not easy to deliver analytics capabilities, and business expectations for success are at an all-time high. On one hand, the trend has given valuable exposure and funding to some programs. On the other, the data challenges of analytics – accessing, cleansing, integrating, analyzing and acting on results – are arguably greater than ever before, thanks to big data, social media data and sophisticated new analytic requirements. This is uncharted territory for many organizations, demanding new approaches and best practices.
April 8, 2013
March 31, 2013
The fundamental difference between Gen Y and Gen X is that members of the former have had easy, ready-access to technology for much of their lives. This significantly influenced and changed the generation’s behavior, needs and expectations. It follows that project management in the era of Gen Y will also undergo significant changes.
March 16, 2013
I increasingly expect project management to go beyond being a reactive role and become proactive. And one method of doing so is becoming customer-service-oriented. Now, I am not referring to the traditional definition of “customer,” but rather defining the organization itself as the project manager’s single true customer.
October 21, 2012
Great communicators use a similar approach to great music. It does not matter if you listen to Beethoven’s “Symphony No. 5” or Queen’s “Bohemian Rhapsody.” You find consistency and variety in both. Patches of high intensity contrasted with quieter movements create a memorable and complete masterpiece.
The same effect can be achieved in your communication by balancing positive and negative elements of a message or changing the direction of the information flow.
October 14, 2012
The agile process helps reduce such risks as poor product quality or building the wrong product entirely. Though agile and Scrum were originally designed for software projects, their iterative process and techniques apply beyond their initial intended industry.