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ARTICLE: Tending Communication Paths
Author(s): Payson Hall
Summary: Unfortunately, distrust is common in the relationship between managers and employees. But it doesn't have to be. Taking the time to keep your communication path "weed free" by finding time for one-on-one communication, being open and honest, and listening to your team members' input will cultivate an open, honest, and trusting culture within your team.
ARTICLE: Honesty Is the Best Policy
Author(s): Payson Hall
Summary: The Squall team's product prototype pleases big client Acme. But when the client won't budge on its strict quality, time, or budgetary requirements, the Squall team leaders determine that the best they can offer Acme is the truth.
Date Posted: Jun 9, 2006 |
ARTICLE: Avoiding Project Failure
Author(s): Payson Hall
Summary: If business projects are part of your profession, you know that many projects fail to live up to their potential. Some projects fail to achieve their schedule or budget goals or fail to deliver everything initially promised. Still other projects simply fail altogether. Many of the problems faced by projects can be avoided, or at least contained, by effective project management practices. Using a “Top Ten”
list as a framework, this article highlights ten of the most frequent reasons for project failure, and examines some alternatives and remedies for each.
ARTICLE: The Problem of Project Management
Author(s): Brian Lawrence/Payson Hall
Summary: Consider the “project manager” as a component in a human system that develops software. We examine the role a project manager plays within this system just as we might any other component in a system. To do this, we construct a problem definition for ”project management,” the work that we ask of the project manager. As a project manager, your daily work is an unending stream of challenges. On a
typical Monday…
Date Posted: Aug 23, 2001 |
COLUMN: Project Negotiations and the Iron Triangle
Author(s): Payson Hall
Summary: Negotiation skills are useful in life and essential for professional success. This week, Payson Hall provides a short tutorial on project negotiations that includes a technique to help you look for solutions.
COLUMN: Decisions, Decisions
Author(s): Payson Hall
Summary: Decision making should be approached just like a software project: You have to map out what you want and how you're going to get it. In this week's column, Payson Hall tells the story of a team that set out to find the perfect product--without an official plan. Find out what happened to the team and how Payson says you can avoid the mistakes they made.
COLUMN: Sequencing the Build: Prioritizing Project Cargo
Author(s): Payson Hall
Summary: If there's a chance you'll need to "throw cargo overboard" to meet schedule or resource constraints, it makes sense to keep expendable cargo near the rail. But how should you prioritize your project cargo? In this week's column, Payson Hall answers that question by analyzing six important factors for each piece of cargo.
COLUMN: Lost in Translation
Author(s): Payson Hall
Summary: Some lessons are so important that we get opportunities to learn them again and again. In this week's column, Payson Hall attends a project meeting where he relearns an important communication lesson about the meaning of words.
COLUMN: Exploring Project Priorities
Author(s): Payson Hall
Summary: As a project proceeds, there are always adjustments and tradeoffs from the project's original goals to better match changing realities in both the project and its sponsoring organization. The tradeoffs may be subtle, but there are ALWAYS tradeoffs. In this week's column, Payson Hall describes a tool for discussing and documenting priorities.
COLUMN: Modeling Uncertainty
Author(s): Payson Hall
Summary: Some may think that predicting a project's future is impossible and a waste of time. Payson Hall did, but when he was forced to think otherwise, he learned there are ways to manage uncertainty. While these methods may not generate perfect predictions, they help conquer the unknown. In this week's column, Payson explains a process for gaining insights into a project's future and getting buy-in on your predictions.
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