It is commonly accepted that group focus, sharing talents, and experiencing the energy of common goals cannot be replicated in a virtual world. Many are afraid that cyber meetings will remove much of the synergy people experience when developing and working as a team. Have you resisted the virtual model of project management?
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As my career has evolved, and areas of focus have shifted, the most relevant and desirable certifications have changed as well. In the early 2000’s, work assignments and client needs took me down a path where cybersecurity was the main emphasis.
“Not another project,” you say as the words of the email drip from your head to the pit of your stomach. You remember the last time… You thought you picked the right in-house team to manage the project. It seemed straight forward. You had good people who were top notch in IT and very specialized. You were convinced the project would be OBOSOT (On Budget, On Scope, On Time). And by the end of the project, it was OBOSOT (Over Budget, Over Scope, Over Time). What went wrong?
I am going to suggest one simple change. Consider a contract project manager!
Whether you’re operating within a DevOps, Agile, or Waterfall environment, the academic principles of project management are clear, tried, and tested. What is hard to communicate via a textbook or lecture are the gaps that exist between real world execution and academic theory. Over the course of a career, project managers develop the soft skills of team leadership that fill these gaps and propel their teams to success. Beyond creating burn charts and capturing user stories, successful project managers must fill four emotionally supportive roles to ensure their teams deliver peak performance...