Even the most carefully planned project can run into trouble. Whatever the issue, the challenge of finding a solution falls to the project manager. Here are some useful tips to help adjust the plan.
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. . . an Innovative Approach to Managing Uncertainty. Innovations in information technology have enabled companies to adopt supply chain management as a critical element of their corporate strategies. Despite these breakthroughs, many companies have not fully realized the benefits of constructing collaborative relationships with supply chain partners. Professor Jack Muckstadt of Cornell University and …
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Project managers have to manage conflict. Teams are human, after all, and arguments can arise for all sorts of reasons, from disagreements over workflow to competing priorities. When conflicts arise, it’s the PM’s job to keep everyone moving forward, putting them together to thrash out technical differences or reach a compromise on resources.
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Are you giving your staff the training they need to best serve your clients? Sure, you’ll pay for the tax courses, but are you giving them the people skills—like problem solving, customer service and supervisory skills—that they need to make your firm the best it can be?
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It can be one of the most uncomfortable situations a project manager faces: You have a team member who simply isn’t delivering. Their work may be late or poor. They skip meetings or don’t file their progress reports in a timely manner. For whatever the reason, their role in the effort hasn’t gelled, and the …
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Project managers have to be expert negotiators, able to forge agreements between people who often have competing agendas. But in the end, all participants want the same thing: a successful project that is complete in scope and delivered on-time and on-budget. For this reason, maintaining a perspective of partnership often pays the most dividends.
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The act of taking the time to determine the maturity and training levels of the people being supervised and then guiding them accordingly is known as Situational Leadership. Instead of using just one style, successful leaders adapt their styles to the training and experience of those they lead, based on the job that needs to be done.
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