Everyone has worked with a jerk colleague before. Everyone. If you say you never have, then lucky for you, but take our word for it that it frigging sucks. There’s little worse than working with a teammate who is, well, a jerk to everyone.
Change. We do not not take well to change (not us, but people in general). Leaving one’s comfort zone is disruptive, challenging and draining. It is hard enough for people to adjust to daylight savings time, let alone being told that a client hates a landing page design you made, and that you need to come up with an entirely new motif for their website.
As far back as in 1984, Microsoft revolutionized the project management (PM) field by introducing their Microsoft Project application. Indeed, Project’s innovative approach to developing a plan and tracking progress was God-given for managers of the time.
Most (if not all) project managers have created optimistic project plans that end up way off the mark. But how did we get to that point? When did we start going astray?
There has never yet been a more principled battle among project management mavens than that of agile vs. waterfall methodologies. The proponents of both movements claim to have quite weighty pros for ditching the opposite model as ineffective and/or outdated.
In this digital age of globalization, it is difficult to come up with a unique business idea without finding out that the “wheel” has already been invented, or that somebody else on the globe had the “Eureka!” moment just about the same time you did.
Over the past several decades, project management as a discipline has gained a lot of attention. While first developed specifically for use in the construction industry, project management as a methodology has become valued within any and every industry where a task is involved, from graphic design to finance and healthcare.
Team members need to log time so that project managers can effectively track progress and plan resources. But if the process for tracking time is too inconvenient or cumbersome, then it’s not going to happen--no matter how necessary it is.
What defines a successful project? Is it timely delivery? Client satisfaction? High quality work? Meeting the original goal and scope? Maybe a combination of all of those? In the business world of today, every detail matters. As the manager, it’s your job to ensure on time delivery of the project, make sure that the client is satisfied, keep the quality of the work high and meet the goals of the ...