Project managers are facing several challenges including high stress, lack of trust and motivation among team members, and an inability to utilize human potential. This is causing problems like attrition. To address this, project managers must balance managing projects with keeping teams engaged. They should involve teams in planning, focus on roles and responsibilities, delegate effectively while maintaining accountability, actively listen and build relationships, make timely decisions, handle mistakes gracefully, and celebrate wins with the extended team. This will help unlock human potential and optimize project outcomes.
A master class on practical Leadership and Management first taught at Montreal Game Summit 2017. Covers:
1. Leadership and Management
2. Communication
3. Influence
4. Cooperation and Collaboration
5. Dealing with Conflict
6. Theory of Motivation
7. Managing Creativity
8. Structure and Organization
9. Policies and Staff
10. Team training
11. Strategy and Planning
12. Risk management
13. Establishing Process
14. Values
Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.
A master class on practical Leadership and Management first taught at Montreal Game Summit 2017. Covers:
1. Leadership and Management
2. Communication
3. Influence
4. Cooperation and Collaboration
5. Dealing with Conflict
6. Theory of Motivation
7. Managing Creativity
8. Structure and Organization
9. Policies and Staff
10. Team training
11. Strategy and Planning
12. Risk management
13. Establishing Process
14. Values
Session for MACPA's Beach Retreat on July 6, 2012. The 5 C's (seas) Change, Complexity, Compliance, Convergence, and Competition. We covered the latest trends in social business and what it means from a leadership and change management perspective.
Motivational Words for Leaders and Managers - from Banker's U TrainingJohn DeGaetano
Emerge as a Great Leader with this inspirational presentation
For book purchase, licensing for the stage, other considerations or more information please visit our website.
Watch video: http://youtu.be/bBvlJYTpW5g
Available on Amazon from John DeGaetano Productions
http://www.amazon.com/author/johndegaetano
http://www.johndegaetanoproductions.com
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Losing good people during your transformation? Getting more resistance than you expected? You may be producing unwanted reactions in the way you are leading your people through change.
If you want your Agile transformation firing on all cylinders without the harmful side-effects, managers at all levels should focus on becoming Catalysts. Much like a chemical catalyst, your job is to help boost or
---
Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
Motivational Words for Leaders and Managers - from Banker's U TrainingJohn DeGaetano
Emerge as a Great Leader with this inspirational presentation
For book purchase, licensing for the stage, other considerations or more information please visit our website.
Watch video: http://youtu.be/bBvlJYTpW5g
Available on Amazon from John DeGaetano Productions
http://www.amazon.com/author/johndegaetano
http://www.johndegaetanoproductions.com
Presentation to City of Saint Louis Park Professional Development Program on March 9, 2911. Public employees from Saint Louis Park and other communities. Focus on integrating management with leadership perspectives. Emplowering others to improve the world.
Empowering Agile Self-Organized Teams with Design ThinkingC4Media
Video and slides synchronized, mp3 and slide download available at URL https://bit.ly/2EyA2RM.
William Evans covers the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. He presents a case study of how an infrastructure engineering team learned the key practices of design thinking to reduce the lead time for delivering services and systems. Filmed at qconnewyork.com.
William Evans explores the convergence of practice and theory using Lean, Design Thinking, Theory of Constraints, and Service Design with global enterprises from NYC to Berlin to Singapore. He works with a select group of clients undergoing Lean and Agile transformations across the entire organization.
SCIRT Lunch and Learn session: Changing leadership 2013Chris Jansen
A 30 minute presentation to SCIRT (Strengthening Christchurch Infrastructure Rebuild Team) on the changing nature of leadership. See www.ideacreation.org for more information.
Genesis Group China - Leadership development keynote 2013Chris Jansen
This is a presentation that I have just made at four large HR forums in Beijing, Shanghai, Nanjing and Guangshou in China. As you can see on the slides it was all translated into Mandarin as the audience of 300 were all Chinese speakers. What a wonderfully rich cultural experience!
Losing good people during your transformation? Getting more resistance than you expected? You may be producing unwanted reactions in the way you are leading your people through change.
If you want your Agile transformation firing on all cylinders without the harmful side-effects, managers at all levels should focus on becoming Catalysts. Much like a chemical catalyst, your job is to help boost or
---
Paul Boos
Paul Boos serves as a IT Executive Coach with Excella Consulting supporting executives and manager in their transformation to Agile and Lean software development approaches. Prior to becoming a coach, he has lead Agile and Lean efforts inside the Federal Government, in contractors, and in the commercial software product industry over his 30 year career to include serving as a naval officer. Paul is active in the Agile community and is the author of The Tiny Field Book to Facilitating Meetings, which can be found on http://LeanPub.com.
Let's get ready to rumble! Managing groups and cultures when you are not in charge
Are you a team player? Do you have the skills to thrive and contribute value in groups? In order to be effective, it is helpful to understand the complexity of group dynamics and people. This seminar will support you in understanding group dynamics, dealing with difficult people, and maintaining your professionalism in a variety of group challenges. Further, we will discuss the role of culture, values, and perceptions in-group interactions. This high level seminar will transform any new professional into a savvy communicator and thoughtful collaborator.
Learning Outcome: Increase communication and team building skill
At the end of this seminar, participants will be able to:
a) Explore common group dynamics and goals
b) Examine common challenges and struggles
c) Discuss self-management and emotional intelligence
d) Explore the role of culture, values, and perceptions in group situations
Training Slides of Advanced Leadership Skills Managment, discussing the importance of Leadership.
Some Key-Points:
- Leadership Skills
- Interpersonal Effectiveness
- Holistic Communications
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
This lecture notes present the basic qualities of an effective project manager. This can be used in undergraduate courses as basic tool for students like in the field of Agricultural Extension and Communication.
Mastering the art of delegating requires a big leap of faith but it is necessary if you want to see your startup grow and become profitable.
An element of trust needs to exist between the business owner and its employees for the act of delegating to work. Having the right team in place and learning to work well together can help make it more effective.
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
1. New Vistas in Project Management – Igniting
Human Potential
Ravi Kanniganti
2. Human Potential in Organizations
Through my projects in space, defense and nuclear sectors, I know that
our people have the ability to achieve the best in the world. They have a
fantastic mix of belief and knowledge that sets them apart from any
other nation on earth. I also know that their potential is untapped
because we have become used to subjugated and docile.. That as a
nation we were failing to utilize our tremendous energies..”
-- Dr. APJ Abul Kalam in Ignited Minds
Same can be said about employees in our organizations to certain extent.
2
3. Large Teams Vs Small Teams
“ The control of a large force is the same principle as
the control of a few men: it is merely a question of
dividing up their numbers.
Fighting with a large army under your command is
nowise different from fighting with a small one: it is
merely a question of instituting signs and signals.”
-- Sun Tzu Art of War
3
4. Problem Statement
• Project Managers are becoming task masters
losing touch with people.
• High stress levels among Project managers
and team members
Project Managers
Of
Real World
• Distrust, lack of loyalty and attrition
problems
4
5. Problem Statement
• Project Managers are carrying too much load
on them because they don’t know either how
to delegate or motivate team members to
share their load.
5
6. Problem Statement
•Project Managers are more focused on
completing the current project than
building an organization that can
complete challenging projects
consistently.
•Project managers treating humans
beings as machines, subjecting them to
metrics, statistics and forgetting the
basic thing that drives humans to excel.
6
7. Problem Statement
• Meanwhile team members are confused
with conflicting messages from Project
managers.
• Team members are angry due to lack of
clarity in the roles and responsibilities.
7
8. How can we fix the problem?
Project Managers should do a
balancing act of managing project
tasks on one hand and keep the
team motivated and engaged on the
other hand.
• Let us look at some tips on how to do this
balancing act..
– Know how to obtain buy-in and overcome
resistance.
– How to set goals and manage projects
“ruthlessly,” while balancing that with
human implications.
– Understand how to enable a team for
success by unlocking the potential of its
individual members in a way that supports
your organization’s/project needs.
8
9. What Radio Station do you tune to?
What’s In It For Me
WIIFM
“Your listeners won’t care what you say
until they know that you care.”
—Anonymous
Page 9
10. “If someone asks me about my personal
achievements in Indian rocketery, I would pin
it down to having created an environment for
teams of young people to put their heart and
soul into their missions.”
-- Dr. APJ Abdul Kalam
10
11. Practical tips on how to solve these problems…
•Involve the team in your Game plan and show
them the Big picture
•Focus on reporting structures, career paths
and responsibilities
•Effective delegation
•Active Listening, relationship building and
decision-making
•Motivating and handle mistakes gracefully
• Celebrate Victory with extended teams.
11
12. Involve the team in your Game Plan and show them the
Big picture
•It’s giving people the reason
for doing the job, the
purpose of working.
•Management is all about
instilling that desire to excel
at work. It’s about instilling
ownership and the sense of
pride at having
accomplishing something
worthwhile
•Instilling this sense of
belongingness and
attachment towards the
project into the employees is
the job of project managers.
•Let them be owners of their
domain
12
13. • “If you hire people just because they can do a
job, they will work for money. But if you hire
people who believe what you believe, they will
work for you with blood, sweat and tears.”
-- Simon
13
14. Breakthrough projects require a
higher level of commitment. People
don’t treat project as work but as a
duty to the Nation or Organization.
14
15. Focus on reporting structures, career paths and responsibilities
• As a designer of a wheel knows how
to place the spokes and space them
apart for smooth ride, we as project
managers should know how to
place our people on the project for
a smooth ride.
• Reporting structures should not be
based solely on corporate titles and
job functions, but should be based
on project needs.
• Project roles should be allocated
such that individual’s strengths are
utilized and weaknesses are offset.
• Situational Leadership and Tough
Empathy are required. Tough
empathy means giving people what
they need not what they want.
15
16. “When the general is weak and without authority, when his orders are not
clear and distinct; when there are no fixed duties assigned to officers and
men, and the ranks are formed in a slovenly haphazard manner, the result
is utter disorganization.
Regard your soldiers as your children, and they will follow you into deepest
valleys; look upon them as your own beloved sons, and they will stand by
you even unto death. If however, you are indulgent, but unable to make
your authority felt; kind hearted, but unable to enforce your commands;
and incapable, moreover, of quelling disorder: then your soldiers must be
likened to spoilt children; they are useless for any practical purposes.”
-- Sun Tzu Art of War
16
17. Effective Delegation and Control
• Get rid of the monkeys from your back by
effective delegation. This boosts team morale.
• You are delegating responsibility but not
your accountability.
•Avoid losing sight of bigger picture. Don’t be
busy solving technical problems or doing your
team member’s job and lose sight of your role.
At the same time, don’t be too hand’s off
either.
•Monitoring & Control: Like a hawk, monitor
the projects and kill non-value adding projects.
This will do lot of good to the organizations.
-- Drives performance oriented culture and releases
resources to the pool.
17
18. Move from zone of fear and distrust to area of trust and
openness. Delegation cannot happen if there is no trust.
19. Active Listening, Relationship building
•
and Timely Decision Making
Active Listening
• Relationship building. Think account
management at bank. Can you withdraw
without depositing anything. How long can
overdraft work?
• Project teams get frustrated and de-
motivated when they see no action taken
on the issues that are brought to the
notice of the delivery manager.
• Teams would love to work for a manager
who takes action, albeit the wrong ones
than working for a manager who
procrastinates.
• “Chaotic action is preferable to orderly
inaction” – Karl Weick
A Golden Quote By RATAN TATA- "I Don't Believe In
Taking Right Decisions. I Take Decisions & Then Make
Them Right" 19
21. Handling mistakes during project implementation.
•The idea is to be firm, but not abusive and to
coach instead of being critical
•The famous US president, Dwight D.
Eisenhower, said “You don’t lead by hitting
people over the head – that’s assault, not
leadership”.
•Managers have a bad habit of focusing on the
negative. It is a common observation that
managers tend to react quickly to anything
that goes wrong and overlook everything that
goes right.
•Encourage some informed risk taking
otherwise, you might be scuttling innovation.
21
22. Handling Failures – Dr. Kalam’s views
―You cannot expect a person to deliver results if you humiliate him nor you can
you expect a person to deliver results if you abuse him or despise him. The line
between firmness and harshness, between strong leadership and bullying,
between discipline and vindictiveness is very fine but it has to be drawn”
From Key Notes delivered at
PM International Conference – Hyderabad -2005 22
23. Celebrate Small Wins with Extended Teams
• Celebrate small victories and completion of
milestones, because these celebrations give an
opportunity for you to recognize the
work, instill self-esteem and to make the team
feel better about what they do.
•Include extended team members who helped
in your project including
Services, HR, Technical
support, Database, Infrastructure folks in your
celebrations. Typically we take work from
extended teams, but seldom remember them
to include them in project completion
celebrations.
23
24. Tough questions for middle managers
(Adopted from Jack Stack)
1. What are you personally giving to the people you manage?
2. Do you spend as much time thinking about them as you spend thinking about
customers, or other departments or people higher up in the organization?
3. Do you share your problems, or do you keep them to yourself? Have you
asked your people for help in carrying your load? Do they even know what
your load is? Have you told them your critical number?
4. Do you yourself operate with an open book? Do you let your people know
everything that you know?
5. Are you getting the benefit of their intelligence, or do you still you are
responsible for coming up with the answers on your own?
24
25. Tough questions for middle managers
(Adopted from Jack Stack)
6. Do our people know what to do without being told, or do they wait to get a list
from you? Is everybody working toward the same goal? Does everybody know
what it is? Do you let people figure out the best way to get there?
7. Do you know what gets your people angriest? Have you ever asked them about
their frustrations and their fears? What keeps them awake at night?
8. Have you talked to your people about your own fears and frustrations? Can you
let down your guard enough to do that? Are you willing to make yourself
vulnerable? Do you have enough self-confidence to take the chance that you
might get screwed?
Most important, if the answers to such questions are no, do you
really want to change?
25
26. You can make a difference
In your area of control and area of influence, provide the
umbrella to the team and protect them from harsh sun light and
rain, etc (Org Politics, Perception, forces that act against
interest of project etc). Don’t wait for corporate direction. You
can make a difference to your team starting today.
26
27. Closing Comments
• Whatever the project may be, once
you really understand what needs to
be done, once you can communicate
the same to your team and show
them the roadmap, and instill the
confidence that you know how to get
there, half of your project work is
complete.
• After that your project will be
executed by your team. They know
the big picture, they will be
committed and they will be
intrinsically motivated.
• As a Project Manager, you can just
relax.. You just did your job.
27
28. References
[1] Conner, Daryl. Managing The Human Aspects of CRM Projects: Installation Vs Realization. ODR White Paper, 2001.
[2] Goffee, Robert; Jones Gareth. Why Should Anyone Be Led by You? Harvard Business Review on What Makes a Leader. Harvard Business School
Press, 2001.
[3] Hatter, Keith. The secret of motivation. Accountancy Age, Dec 2004.
[4] Kapoor, Rahul. Making Mistakes. The Times of India, Education Times. February 28, 2005.
[5] Kothari, Pooja. The Ugly Subordinate. The Economic Times, Corporate Dossier. January 14, 2005.
[6] Lewis, James P. Project Planning Scheduling & Control. Tata McGraw-Hill Edition, 2001.
[7] Oncken, William Jr; Wass, Donald L. Management Time, Who’s Got the Monkey. Harvard Business Review on Becoming a High Performance Manager.
Harvard Business School Press, 2002
[8] Prayag, Anjali. Up, up and away. Hindu Business Line Canvas. Feb 26, 2005.
[9] Project Management Institute. A Guide to the Project Management Body of Knowledge (PMBOK Guide). 2000.
Scherr, Allen. Managing for Breakthroughs in Productivity, Human Resources Management, (Fall 1989).
[10] Stack, Jack; Burlingham, BO. The Great Game of Business. Doubleday Dell Publishing Group, Inc, 1992
[11] Tripathi, Suryakanthi. Attentive Listensing: Healing Helpline. The Times of India, The Speaking Tree. March 2, 2005.
[12] Key Notes by Dr.Abdul Kalam, President of India delivered at Hyderabad – 2005
[13] Photos from Internet. Non-copyrighted photographs.
[14] Wings of Fire by Dr. APJ Abdul Kalam
[15] Art of War by Sun Tzu
28
We as project managersand senior management, should not just execute the project and move on but create an environment and provide that soil bed where thousand flowers would bloom, where young talent would flourish and deliver results.
First you have to be convinced about the project and its objectives. You should able to tell others the critical success factors of the project. At this stage you should be able to simulate the milestones in your mind. Sit with core team, discuss and debate the challenges and how to slice and dice the project, how to structure the same for success. There are some projects like building Taj Mahal, Worlisealink or building pantoons over Ganga in record 5 months is not something people would do normally. There is higher calling and passion and this shows up in final product.