Posts Tagged ‘inspiration’

Got time off? Relax and re-energize with free books, magazines & podcasts!

Vacation-Freebies-Combo-Promo-2

Got workaholic tendencies? Then maybe it’s time to take a break! Whether you’re vacationing or simply enjoying a day at the beach, these link-filled articles can help you connect with some great tools & media that will help you shift gears, re-energize and maybe even reclaim that long-lost enthusiasm.

 

Edited: August 7th, 2016

My 10 Favorite PM Articles, Posts, or Videos from 2013

Photo: M.GreerBelow are my “top 10” favorite items drawn from all the PM articles, blog posts, and videos that I published on this website during 2013.  

Some of these are important and worth a second look. Others were merely fun or gratifying to create and I want to share them again before they disappear beneath 2014’s articles.

I hope you like these or find something here that is thought-provoking.  Enjoy!”   — Mike G. 

Help with Your PM Challenges

Books & Book-Related Posts

Bonus: 

Edited: December 26th, 2013

Free e-Book “What Project Management Means to Me” from #PMFlashBlog Authors

PM-Flashblog-Cropped-Cover-Art

On September 25th at 0100 hours GMT project management (PM) bloggers from all over the planet published blog posts to answer this question: “What does project management mean to me? (a project manager’s sermon).”

Conceived by Australian PM expert Shim Marom, publisher of the quantmleap blog, this #PMFlashBlog was the first-ever world-wide synchronized PM publishing effort.

Henny Portman, a #PMFlashBlogger from the Netherlands, created this infographic illustrating the true global distribution of the authors:

Image: Henny Portman's #PMFlashBlog author location infographic

Allen Ruddock, Director of UK-based ARRA Management Ltd., took on the challenge of collecting, compiling and creating an e-book from all the #PMFlashBlog blog posts published. (Check out Allen’s upcoming webinar “3 Biggest PM mistakes…”)

The result of all this hard work was a powerful collection of heart-felt (and sometimes humorous!) blog posts that will help you discover the true meaning of PM as seen through the eyes of PM experts and practitioners from all over the world.

=== Other Free e-Books & PM Freebies ===

=== Other Articles You Might Like ===

Edited: December 4th, 2013

What Project Management Means to Me: “A Technology of Manifestation…”

pmflashblog[This post is part of the #PMFlashBlog event “What does project management mean to me?” Learn more here:  Free e-Book “What Project Management Means to Me” from #PMFlashBlog Authors]

Sometimes it takes someone on the outside looking in to provide you with that “whack on the side of the head” that changes the meaning of what you are doing.  Such was the case with this simple email from a student.
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Edited: September 24th, 2013

Best Practice: Identify Your Signature Strengths & Use Them Whenever You Can.

[Link image: This is a sample from PM Minimalist]

[This book excerpt is from “Taking Care of Yourself:  Managing Your Priorities, Time, & Energy” in The Project Management Minimalist]

– – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

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Edited: May 30th, 2012

Project Management: “A Technology of Manifestation…”

Sometimes it takes someone on the outside looking in to provide you with that “whack on the side of the head” that changes the meaning of what you are doing.  Such was the case with this simple email from a student.

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Edited: August 13th, 2010

Video Series: Become a Project Management Minimalist

This series of free online videos (also available on DVD) is designed to help you apply “just enough” project management (PM) to manage your projects effectivelywithout burdening your team (and you!) with a bunch of unnecessary PM administrivia. This  series, along with the one-page reference, 10 Steps to Project Success, can be used as stand-alone basic PM training. It also serves as an in-depth introduction to the Book, The Project Management Minimalist.

Go to: Project Management Minimalist YouTube Channel, GreersPM

Go to: Project Management Minimalist Videos at Vimeo

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Edited: June 3rd, 2010

Introducing: The Inspired Project Teams Coaching Guide!

Looking for a little inspiration and motivation for yourself and your project team members? The Inspired Project Teams Coaching Guide is a collection of 30 podcasts (over 5 hours of audio!), along with a 58-page project team leader’s Guide that contains hundreds of specific Challenges for you and your team.  Hundreds of hot links to online resources (just “click and go!”) are included in the Guide. Check it out!

Edited: March 7th, 2010

New Podcast: Consciously Choose Your Attitude

“… a project team’s attitude can make or break the project… Ultimately, it’s up to you whether you live in darkness or light, in a field of crackling tension or a glow of enthusiastic energy.” — from Inspired Project Teams podcast, Consciously Choose Your Attitude

In my new blog post (also a podcast) on Inspired Project Teams, you can find out what The Lineman, The Farmer, The Trucker, The Storm Chaser, and the Project Manager can teach you about developing a better attitude! Check it out!   Click here: Consciously Choose Your Attitude

Edited: November 2nd, 2009

14 Key Principles for PM Success

This web-published article by Michael Greer is an excerpt from my “Chapter 6: Planning and Managing Human Performance Technology Projects,” Handbook of Human Performance Technology, San Francisco, Jossey-Bass, 1999

  1. Project managers must focus on three dimensions of project success.Simply put, project success means completing all project deliverables on time, within budget, and to a level of quality that is acceptable to sponsors and stakeholders. The project manager must keep the team’s attention focused on achieving these broad goals.
  2. Planning is everything — and ongoing. On one thing all PM texts and authorities agree: The single most important activity that project managers engage in is planning — detailed, systematic, team-involved plans are the only foundation for project success. And when real-world events conspire to change the plan, project managers must make a new one to reflect the changes. So planning and replanning must be a way of life for project managers.
  3. Project managers must feel, and transmit to their team members, a sense of urgency. Because projects are finite endeavors with limited time, money, and other resources available, they must be kept moving toward completion. Since most team members have lots of other priorities, it’s up to the project manager to keep their attention on project deliverables and deadlines. Regular status checks, meetings, and reminders are essential.
  4. Successful projects use a time-tested, proven project life cycle. We know what works. Models such as the standard ISD model and others described in this text can help ensure that professional standards and best practices are built into our project plans. Not only do these models typically support quality, they help to minimize rework. So when time or budget pressures seem to encourage taking short cuts, it’s up to the project manager to identify and defend the best project life cycle for the job.
  5. All project deliverables and all project activities must be visualized and communicated in vivid detail. In short, the project manager and project team must early on create a tangible picture of the finished deliverables in the minds of everyone involved so that all effort is focused in the same direction. Avoid vague descriptions at all costs; spell it out, picture it, prototype it, and make sure everyone agrees to it.
  6. Deliverables must evolve gradually, in successive approximations. It simply costs too much and risks too much time spent in rework to jump in with both feet and begin building all project deliverables. Build a little at a time, obtain incremental reviews and approvals, and maintain a controlled evolution.
  7. Projects require clear approvals and sign-off by sponsors. Clear approval points, accompanied by formal sign-off by sponsors, SMEs, and other key stakeholders, should be demarcation points in the evolution of project deliverables. It’s this simple: anyone who has the power to reject or to demand revision of deliverables after they are complete must be required to examine and approve them as they are being built.
  8. Project success is correlated with thorough analyses of the need for project deliverables. Our research has shown that when a project results in deliverables that are designed to meet a thoroughly documented need, then there is a greater likelihood of project success. So managers should insist that there is a documented business need for the project before they agree to consume organizational resources in completing it.
  9. Project managers must fight for time to do things right. In our work with project managers we often hear this complaint: “We always seem to have time to do the project over; I just wish we had taken the time to do it right in the first place!” Projects must have available enough time to “do it right the first time.” And project managers must fight for this time by demonstrating to sponsors and top managers why it’s necessary and how time spent will result in quality deliverables.
  10. Project manager responsibility must be matched by equivalent authority. It’s not enough to be held responsible for project outcomes; project managers must ask for and obtain enough authority to execute their responsibilities. Specifically, managers must have the authority to acquire and coordinate resources, request and receive SME cooperation, and make appropriate, binding decisions which have an impact on the success of the project.
  11. Project sponsors and stakeholders must be active participants, not passive customers. Most project sponsors and stakeholders rightfully demand the authority to approve project deliverables, either wholly or in part. Along with this authority comes the responsibility to be an active participant in the early stages of the project (helping to define deliverables), to complete reviews of interim deliverables in a timely fashion (keeping the project moving), and to help expedite the project manager’s access to SMEs, members of the target audience, and essential documentation.
  12. Projects typically must be sold, and resold. There are times when the project manager must function as salesperson to maintain the commitment of stakeholders and sponsors. With project plans in hand, project managers may need to periodically remind people about the business need that is being met and that their contributions are essential to help meet this need.
  13. Project managers should acquire the best people they can and then do whatever it takes to keep the garbage out of their way. By acquiring the best people — the most skilled, the most experienced, the best qualified — the project manager can often compensate for too little time or money or other project constraints. Project managers should serve as an advocate for these valuable team members, helping to protect them from outside interruptions and helping them acquire the tools and working conditions necessary to apply their talents.
  14. Top management must actively set priorities. In today’s leaner, self-managing organizations, it is not uncommon for project team members to be expected to play active roles on many project teams at the same time. Ultimately, there comes a time when resources are stretched to their limits and there are simply too many projects to be completed successfully. In response, some organizations have established a Project Office comprised of top managers from all departments to act as a clearinghouse for projects and project requests. The Project Office reviews the organization’s overall mission and strategies, establishes criteria for project selection and funding, monitors resource workloads, and determines which projects are of high enough priority to be approved. In this way top management provides the leadership necessary to prevent multi-project log jams. (For related information, see my online article What’s Project Portfolio Management (PPM) and Why Should Project Managers Care About It?)

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(This essay is one of the 54 chapters included in my new 300-page book Worth Sharing: Essays & Tools to Help Project Managers & Their Teams.)

Edited: June 28th, 2009