In part 3 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss issues and concerns, with special focus on how to manage resolution of issues in a visible way.
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In part 2 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss roles and responsibilities on your projects, ensuring that commitments are clear and visible through the Responsibility Matrix
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This is part 1 of our special, “19 Techniques for managing people who do not report to you.” Jay Christensen and Rod Sharman discuss the importance of goal statements, clear objective statements, and a well-publicized project profile in getting the suppor
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You can help your organization understand the roles and skills required for the project management function — you just have to know where to start. Jay Christensen helps outline the planning elements you’ll need to add to communication what will and will
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When working to build your team, you may find yourself in a sticky political mess when you find different groups in your organization are prioritizing your project differently. Consistent prioritization is key to alignment on projects and requires the rig
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You have a problem. You escalate to your sponsor or steering committee. Their response? Don’t worry, they’re sure you’ll be able to solve the problem without impacting Cost, Schedule or Performance! As frustrating as this response may be, listen in as Jay
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Are you a project manager seeking support from the functional managers who have their employees on your teams? Are you a team member looking for more support from your functional manager as you work on projects? Jay Christensen takes on both of these iss
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It’s one of the most common things we see on troubled projects, and sometimes the trickiest to navigate: no sponsor or steering committee supporting your projects. Jay Christensen dives into the issues that lead to this on your projects, and how you can f
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The problem card this week says it all: “Three project teams working on mandatory compliance projects to 18 countries, all three high priorities. Tasks from all three due all the time. How do I manage projects and priorities across overlapping critical pr
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It may seem like stakeholder meddling, but external influences competing for attention on your project can be a symptom of a much larger problem. This week, John Patton and Jay Christensen help you focus on the lifecycle, using a few key tactics to ensure
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