Building High Performing Teams
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1 By Jason Westland - Jason Westland Release Date : Genre : Industries & Professions FIle Size : MB is Industries & Professions It doesn't take a guru to build a high performing team - it just takes a very careful approach. By reading the advice offered in this book, you can build high performing teams overnight. Learn how to recruit, lead and manage your team at a high level. Written by the Directors of ProjectManager.com, you'll learn the tips and tricks needed to boost your project team s performance quickly. High performing Project Managers have high performing teams working for them. However not every project team performs at a high level. If you want to boost your team s performance and deliver projects better than before, then read this free e-book. You ll learn the tips and tricks to build a high performing team that deliver the goods every time! Written by the Directors here at ProjectManager.com, this book tells you: The 5 goals as a Project Manager How to hire the right staff How to lead your projects How to motivate your team How to manage project politics How to manage stress in teams How to resolve project conflict How to run project meetings Here are some snippets from the book It doesn t take a guru Once your team is in place, you can focus on leading them as opposed to managing them day-to-day. Sure, Project Managers obviously have to manage projects but great Project Managers lead projects to success, they don t manage them at the micro level. They empower their team to make micro decisions on their behalf, allowing them to stand back and take a leadership role within the project. The main difference between a leader and a manager is that a leader is responsible for setting the goals and motivating the team to achieve them. Whereas a manager is responsible for co-ordinating the work to achieve the goals set. Make it fun Yes projects are hard work, but they should also be fun. You should take time out after hours to do fun things with your team whether it s a meal out, tenpin bowling or a fun excursion trip. This helps to build the team ethos and reduce stress. You will probably find that over time, tensions rise in the project and team members often clash due to the pressure they are under. By taking time out of the project to make it fun, tension will be reduced as people realize that in a social environment, they get on better than at work. Also, you don t have to stop work to make it fun. Build it into your own Job Description! How to Hire the right staff Set 5 personal goals to achieve as a Project Manager. Then kick off building your high performing team by recruiting the right staff. It s a well known fact that great projects are run by great teams. But finding the right staff to help you build a great team is one of the greatest challenges you ll face Created : By : Jason Westland
2 - Jason Westland as a Project Manager. Interviewing candidates For every interview, you should: Prepare a list of questions before you start. Cover all areas of the Job Description, during the interview. Address any strengths and weaknesses from their resume. Consider the quality of the questions they ve posed to you. Be specific, direct and to the point at all times. More by Jason Westland How to Be a Great Project Manager Jason Westland Great project managers aren't "born under a mushroom"! They are normal people who have learned great tips and tricks that are critical to managing successful projects. Download this free book to learn the most common tips and tricks of great Project Managers. You ll find out how to set goals and achieve them, how to improve your decision-making and how to boost your confidence along the way. As a Project Manager, you ll always want to do your best, to deliver your projects on time. But it s not that easy. You have to manage people, budget, schedules, materials and equipment to deliver your project in a short period of time. That s where this free book comes in. It helps you improve the way you work, whether you re writing a spec, doing a presentation or managing project finances. It tells you: What your role is as a Project Manager How to set goals and achieve them How to improve your decision-making How to write great project documents How to improve your presentation skills How to manage your To Do lists How to boost your confidence How to get reward and recognition How to improve your learning And most importantly, it tells you how to do all of this while getting a healthy work / life balance. Written by Directors of ProjectManager.com, this unique e-book helps you get the most out of your role as a Project Manager. Here are some snippets from the book Recruit the Best Great projects are delivered by a great team. Your role is to recruit the best people you can find and make sure that their skill sets are perfectly complimentary so that you have all of the experience you need to deliver the project successfully. You need to write a detailed Job Description for every person in your team so that they all know what is expected of them, at every step in the journey. Only with a great team and everyone knowing what is expected of them, will you deliver a great result. Manage finances Every project has a budget. You need to ensure that you don t spend more than that budget or your sponsor / client will be dissatisfied with the end result. Manage finances carefully by listing every expense and ensuring that they are carefully planned front. If unbudgeted expenses are incurred, then tell your client as soon as possible to avoid complications down the track. If you need more budget, then don t be afraid to ask for it. Created : By : Jason Westland
3 - Jason Westland Look after yourself Confident people look and feel great! The first step towards boosting your confidence as a Project Manager is to start with your physical and mental state. Try and eat healthy foods, stay off junk food and drink plenty of water during the day. Do a little exercise it ll work wonders. Go to the gym or take up a sport. Then try a new haircut, buy some new clothes and shout yourself a gift that you ll value. If you look and feel fantastic, then you ll start each day feeling wonderful and it will give your confidence a real boost. Motivating and leading You need to be the one cracking the whip so that everyone knows what has to be done and by when. You need to be strict and make sure that every task is completed on time and doesn t slip. If a task does slip, then you need to identify the slippage immediately and have contingency plans so you can get it back on track. You need to be positive and supportive towards your team so they know you also care. Lead by example and motivate others to do the same. If you want others to raise the game in terms of how they work, then you need to raise the game in how you work too! That s how you lead by example. Give them direction, motivate them to work hard and show you care along the way. Step by Step Project Planning Jason Westland It takes a lot of work to plan a project from start to finish. You need to do more than just create a "project schedule". You have to plan for the resources, equipment, money and communications needed to deliver your project on time. It s a lot of work. So learn how to do it easily by reading this book on the 10 simple steps to project planning. To plan a project, you need to do more than just create a schedule. You need to plan resources, finances, equipment, risks and project communications to name a few. Written by the Directors of ProjectManager.com this book will take you through the Project Planning process so that you can plan for all of the items step-by-step. Here are some snippets from the book Create a Project Plan The creation of a comprehensive Project Plan is critical to the success of the project. The Project Plan identifies the Work Breakdown Structure (WBS) of processes, activities and tasks to be undertaken to complete the project. It identifies the sequencing, duration and dependencies of tasks as well as the generic resources and financial expenditures required to complete the project. Create a Resource Plan Following the creation of a Project Plan, a detailed assessment of the resources required to undertake the project should be made. The required labor, equipment and materials should be listed and the amount of each resource quantified. Finally, the resource usage should be scheduled to provide the Project Manager with a complete view of the total amount of resources needed for each stage of the project. Create a Financial Plan Created : By : Jason Westland
4 - Jason Westland The Financial Plan describes the total quantity of financial resources required during each stage of the project. The total cost of each item of labor, equipment and materials is calculated, as well as the total cost of undertaking each activity within the Project Plan. Create a Quality Plan To ensure that the project deliverables meet customer requirements, a Quality Plan is developed. This plan explicitly lists the quality targets to be achieved, and a suite of Quality Assurance and Quality Control activities are scheduled to ensure that the required level of quality is achieved throughout the project. Create a Risk Plan Managing Project Risk is a critical process within the Project Lifecycle. To mitigate risk effectively, all foreseeable project risks are identified and rated in terms of their likelihood of occurrence and potential impact on the project. The risks are prioritized and a set of actions identified to reduce the likelihood of each risk and its impact on the project should it occur. Create an Acceptance Plan The key to customer satisfaction is in gaining approval from the customer that the deliverables meet the quality criteria stated in the Quality Plan. To ensure that customer acceptance is sought for each deliverable produced by the project, an Acceptance Plan is created. The Acceptance Plan provides a schedule of Acceptance Reviews which are undertaken to gain customer acceptance for the completion of each deliverable within the project. Create a Communication Plan A Communications Plan is a document which describes the information to be provided to project stakeholders to keep them informed of the progress of the project. Each stakeholder is listed and their requirements for information clearly identified. A schedule of communication events and activities are laid out to ensure that the right information is communicated to the right people at the right time. Managing Projects of all Sizes Jason Westland Throughout your project management career, you ll end up managing projects of all sizes, types and industries. This project management book tells you how to manage small versus large projects, as well as programs and portfolios of work. It then goes "one step further" by helping you prioritize your projects and identify the things you need to do to stay on track. If you want to learn how to manage projects of all sizes, then read this e-book. It explains the difference between small and large projects so that you know how to manage them differently. You ll also learn the difference between managing projects, programs and portfolios so that you know what you know how to manage projects at all levels. You ll learn: What is the project? What is a program of work? What is a project portfolio? How to manage small projects How to manage large projects How to manage programs and portfolios How to deliver challenging projects How to prioritize your projects Here are some snippets from the book Review the Strategy Created : By : Jason Westland
5 - Jason Westland When kicking off your program of work, the first step is to review your Company Strategy and agree on the objectives that your program is responsible for achieving. This is important, as the objectives are used to guide your projects. If you end up creating new projects that don t contribute to Company objectives, then they shouldn t be undertaken in the first place! Control Chaos After kick off, changes in the business often cause a level of chaos in projects. There are change requests, budgets get reduced and resource shortages start occurring. How you react to these changes will determine your level of success as a Program Manager. When this happens, step back and re-assess your program. Outside influences are often the cause and these are things that you alone can fix. Only in exceptional circumstances should you dive into the depths of the program itself and work alongside Project Managers and teams at the micro level. A good Program Manager will instead step back and make macro level changes to influence the success of the program. Plan your Portfolio Now comes the fun bit scoping out the programs, projects and operational work that are needed to undertake your portfolio of work. Make sure that you scope each work group clearly and accurately and that there are no overlaps between related projects. Also, make sure that you balance your resources evenly across your programs. Remember, you only have a fixed amount of resource at your disposal, so make sure there are no shortages or surpluses. Tight Deadlines If your project deadline is practically unachievable, then here s what to do. First, try and get it delayed. If you can t, then immediately re-plan your project so you know by how much you will be late. If it s more than 10% then try and find more resource to help you deliver it more quickly. And if you can t get the resource, then reduce your scope. Identify non-critical deliverables and get your sponsor to agree that you can complete those deliverables after the deadline has passed. Otherwise, you need to revisit the tasks in your plan to see if you can produce the same deliverables, with less effort than before. Try all of these tricks and see which generate the best result. Jason Westland It doesn't take a guru to build a high performing team - it just takes a very careful approach. By reading the advice offered in this book, you can build high performing teams overnight. Learn how to recruit, lead and manage your team at a high level. Written by the Directors of ProjectManager.com, you'll learn the tips and tricks needed to boost your project team s performance quickly. High performing Project Managers have high performing teams working for them. However not every project team performs at a high level. If you want to boost your team s performance and deliver projects better than before, then read this free e-book. You ll learn the tips and tricks to build a high performing team that deliver the goods every time! Written by the Directors here at ProjectManager.com, this book tells you: The 5 goals as a Project Manager How to hire the right staff How to lead your projects How to Created : By : Jason Westland
6 - Jason Westland motivate your team How to manage project politics How to manage stress in teams How to resolve project conflict How to run project meetings Here are some snippets from the book It doesn t take a guru Once your team is in place, you can focus on leading them as opposed to managing them day-to-day. Sure, Project Managers obviously have to manage projects but great Project Managers lead projects to success, they don t manage them at the micro level. They empower their team to make micro decisions on their behalf, allowing them to stand back and take a leadership role within the project. The main difference between a leader and a manager is that a leader is responsible for setting the goals and motivating the team to achieve them. Whereas a manager is responsible for co-ordinating the work to achieve the goals set. Make it fun Yes projects are hard work, but they should also be fun. You should take time out after hours to do fun things with your team whether it s a meal out, tenpin bowling or a fun excursion trip. This helps to build the team ethos and reduce stress. You will probably find that over time, tensions rise in the project and team members often clash due to the pressure they are under. By taking time out of the project to make it fun, tension will be reduced as people realize that in a social environment, they get on better than at work. Also, you don t have to stop work to make it fun. Build it into your own Job Description! How to Hire the right staff Set 5 personal goals to achieve as a Project Manager. Then kick off building your high performing team by recruiting the right staff. It s a well known fact that great projects are run by great teams. But finding the right staff to help you build a great team is one of the greatest challenges you ll face as a Project Manager. Interviewing candidates For every interview, you should: Prepare a list of questions before you start. Cover all areas of the Job Description, during the interview. Address any strengths and weaknesses from their resume. Consider the quality of the questions they ve posed to you. Be specific, direct and to the point at all times. Created : By : Jason Westland
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