Jay Christensen
The transition from project mode into operations is often every bit as critical as planning the project itself. John Patton and Jay Christensen take on this issue, and provide options for bringing transition planning back into the planning process, and under control.
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Lack of timely decision-making can cause rework and re-scoping on projects. Jay Christensen and Pete Wright take on this challenge from a course attendee and offer suggestions for maintaining team focus and strong communication up and down the project hierarchy.
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You know the project is coming, but it hasn’t been authorized. As the window to deliver closes, how do you push sponsors to move the project forward before the schedule slips?
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Jay Christensen and Pete Wright discuss a key project management hurdle as presented in class: there are unclear priorities and mixed messages coming from the steering committee and an unwillingness to move projects down in priority. We cover the role of the portfolio manager and offer solutions for streamlining communication to ensure your teams are working on the right projects at the right time.
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As a new team member in an organization, what do you do when those around don’t understand or believe in the power of project management? We respond to this common yet difficult challenge with strategies for building success, support, and understanding, while helping your new team shine. Join John Patton and Jay Christensen on Ask Cadence.
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After 7 discussion episodes on our 19 Techniques, we share some reflections on managing the people side of projects, and the importance of balance across key management disciplines in the best project managers.
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In part 6 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss how project managers can manage difficult people on their teams.
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In part 5 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss the importance of using facts and data in supporting positions on projects, how you can encourage critical thinking in your team, and what you need to do to support your team members in removing obstacles standing in the way of getting their work done.
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In part 4 of our special, “19 Techniques for managing people who do not report to you,” Jay Christensen and Rod Sharman discuss task definition, specifically around critical impact tasks, and how to manage these tasks in a way that encourages action and progress.
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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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