Chapter 11 ideas
Communication is the skill that never will be overemphasized.
1. It is critical for project manager making task assignments clear. Not only the team members need the clear direction but also the stakeholders will have a vision what they need to know and what kind of obstacles will be expected.
2. Communication with stakeholders is kind of an art. As indicated in the book, the communication should detail the strategy not only for informing these stakeholders, but for actively managing their expectations as well. To my understanding, it’s like a psychological war.
3. Changes are consistently involved in every project. By defining a change management process, the leader could manage the project more easily and accurately. Usually, there are eight basic components to change management process. I think the formal acceptance is the one that should be paid special attention; the acceptance should be recorded in the change log for future reference.
2010年8月17日星期二
Chapter 10 ideas
Chapter 10 ideas
In this chapter, the focus is much more on the people rather than the project. So bringing with the question “how to build and manage a high-performance project team”, I read this chapter thoroughly and deeply.
1. There are two central challenges that the novice project manager must face. First, project teams form to solve complex problems. Second, project teams are temporary and so they must learn to work. From my point of view, the temporary team is really a big issue. In order to achieve high-performance, the team should be work in harmony and productive, however, developing trust, cultivate and maintain positive relationships takes time.
2. The self motivation is important, though, in a project, it is better that project manager could tie each team member’s own success to the team’s goal. By doing so, we could not only create a powerful source of motivation but also a positive team environment.
3. Maintaining the Strategic Vision. While I was training in the business school in Arizona State University, one of our professors required us read Wall Street Journal every day. At that time we did not quite understand what this was for; it seemed neither related to our accounting principles nor fancy working skills. However, the professor said you have to learn to see the bigger pictures if you want to stand higher in the future. I think this also applies to the project management; a project manager should not stumble over peanuts. The project manager should maintain a focus on the whole picture.
In this chapter, the focus is much more on the people rather than the project. So bringing with the question “how to build and manage a high-performance project team”, I read this chapter thoroughly and deeply.
1. There are two central challenges that the novice project manager must face. First, project teams form to solve complex problems. Second, project teams are temporary and so they must learn to work. From my point of view, the temporary team is really a big issue. In order to achieve high-performance, the team should be work in harmony and productive, however, developing trust, cultivate and maintain positive relationships takes time.
2. The self motivation is important, though, in a project, it is better that project manager could tie each team member’s own success to the team’s goal. By doing so, we could not only create a powerful source of motivation but also a positive team environment.
3. Maintaining the Strategic Vision. While I was training in the business school in Arizona State University, one of our professors required us read Wall Street Journal every day. At that time we did not quite understand what this was for; it seemed neither related to our accounting principles nor fancy working skills. However, the professor said you have to learn to see the bigger pictures if you want to stand higher in the future. I think this also applies to the project management; a project manager should not stumble over peanuts. The project manager should maintain a focus on the whole picture.
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