How to go about with change in a project?

Like you might have learned in PMP and Scrum Master Certification training, you've mapped out a strategy, the state of all your projects, and your reasons for having to do this; you've talked to your team about the issues with the project and you still believe this is the appropriate step; and you've gone to your PMO director and presented your case. It is now time to implement the update. This is how.

·        Meet with your team again

You've presented your case to the PMO director, and you've gained consent and clearance to unload the project. Now is the moment to meet with your team and explain what is about to occur...and how it will occur. Let them know why you're offloading – it's basically so you can focus on the projects you have on your plate and hand this project off to a new project manager who has the available time to spend on something like this that is taking up too much of your time and attention due to problems, issues, or whatever is wrong with it. If the PM is drawn from the PMO's existing pool of PMs, it is likely that any or all of the following criteria will be met.

·        Work with the new PM on knowledge transfer

You and your team will be entirely responsible for bringing the new project manager up to speed as soon as feasible. Provide the new project manager with the statement of work (SOW), the most recent budget and resource planning information, all issue and risk management lists, the current project schedule, and the last few (or all, if applicable) status reports so that the incoming project manager can learn how the project got to where it is today. As understood in PMP and Scrum Master Certification training, perform as much verbal knowledge transfer as possible because this is where the most rapid – and presumably most informative – transmission of project information will occur.

·        Take it to the customer

Finally, inform the customer that a new project manager will be taking over the project. I would be hesitant to go into detail since it may make them feel like they are a less valued client than your other project clients. Concentrate on the future, on the new project manager's availability to help drive the project past all of the current problems, and emphasise that you'll still be available as needed — however realistic that may be — to help with problems or to mentor the upcoming PM.

Summary

It is never simple to let go of a project. Especially if you've put your heart and soul into it and have reached this point of complete dissatisfaction. Even if you know it's for the best, it's still difficult. Furthermore, it is tough to confess that you require assistance...that you require someone to shoulder this burden for you. However, make the transition as seamless as possible by thoroughly documenting it, and everyone should realise that it is best for you and the project to make this change.

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PROJECT MANAGEMENT: Is Agile Really For You?

·         You run mostly low tech or no tech projects. 

As learned in Scrum master certification - agile appears to be the ideal method for high-tech projects. Agile projects are ones that have tight deadlines, a high level of complexity, and are one-of-a-kind... That is, every customer encounter does not involve a revolving door of the same type of activity. High-tech projects are the best fit for this description, so if you're working on them, go Agile. If you've never worked on these types of projects before, you probably don't require Agile – at least not right now.

·         You or your organization resist change.

If your company is primarily "old school," with project managers and techies who are used to things the way they are and seem to be resistant to change, you have a huge decision to make. Replace everyone with people who will buy into Agile or who are already "Agile" ready, slowly (or quickly). That will be the quickest way to adopt, but it will also be the most expensive and time-consuming. So, for the time being, it may be preferable to put the Agile conversion on hold – it appears to be a lose-lose situation for the company.

·         No one in the organization or PMO is PMP certified. 

This isn't always a deal breaker. However, without a PMP-certified project management office and employees, selling a truly Agile environment and workable project approach can be challenging. PMP stands for "dedication." It denotes a tried-and-true method. It refers to processes that can be repeated. It connotes hard work, accomplishment, and a shared language. It will be difficult to get a client if you go to a client and bid on a project with an entirely uncertified staff. Although not everyone in the PMO needs to be certified, there will undoubtedly be clients who demand to hear the words "Agile" and "PMP" in the same phrase.

·         The requirements for your organization are static and well-defined. 

As learned in Scrum master certification - without a question, Agile is most effective when applied to a project that truly requires it. And it's frequently a project with a lot of ambiguous or changing needs. Alternatively, requirements that are ambiguous from the start. Or a series of phases that the customer would like to be implemented one at a time. Agile is a fantastic solution in all of these cases.

·         Never need phases rolled out early on any projects.

I've already mentioned that a little bit above. If you're in charge of relatively typical (boring?) projects that don't require early functionality to be released to the public, end users, or whoever the target audience is, you'll probably never need to make the huge switch to Agile. Depending on the company, change will not be quick or easy, and there will likely be some churn of skilled, experienced employees. So, if you don't have to, don't. Never do something only to be able to label yourself "Agile." Bring an Agile class in-house and then label yourself "Agile" even if you've never led an Agile project. It's useful to have in your hip pocket, but you don't have to convert completely if you don't want to.

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What Can Artificial Intelligence Do For Project Management?

As stated by the Project Management Institute, the notion of artificial intelligence (AI) is now enthralling the globe. This is for a good purpose. AI is the future, AI is already being used in candidate interviews, and you've probably welcomed it into your kitchens, living rooms, and workplaces, as I have, in the shape of Alexa and Google products, and the list of things it can and will do for us is expanding rapidly — on a daily basis. The potential is limitless, and it is improving on a regular basis.

If AI can save lives like this, it's safe to assume it can also help us manage projects more effectively. It may be too expensive for certain firms, but it might be essential in the long run for precise administration of PM solutions and projects, as well as cost and time savings. What can artificial intelligence (AI) do for your project management infrastructure and PMO practises and strategies? Consider this:

·         Team meetings. 

If everything is configured correctly, AI could listen in on team meetings and collect all of the status update information, then update things like the project schedule, issues list, risk ledger, change orders, and other key project information with the most up-to-date progress and status information.

·         Status calls.

If AI can listen in on 911 dispatch conversations and detect signals of cardiac arrest in prospective call-in victims, it can certainly be trained to listen in on project status calls and detect confident and anxious tones from both the customer and project delivery teams.

·         Change orders.

AI may listen in on client status calls, as well as other important conversations and emails, and sort out talks with demands that appear to be out of scope. As stated by the Project Management Institute, having AI predict the need for project change orders in the future might significantly increase a project's income and profitability, as well as turn the entire scope management process on its head!

·         Issue tracking. 

Because AI learns the issue tracking and reporting methods as well as the project's goals and mission, milestones, and technology in use, whatever we can have AI track on the project certainly assures higher accuracy and possibilities for aid with solutions.

·         Risk assessment.

AI might be useful for finding, tracking, analysing, and managing the whole risk process throughout the project, just as it could be for problem tracking. As more data is collected on a single project and throughout a company's portfolio, AI learns and grows.

Summary / call for input

As I learned when preparing for the PMP and Scrum Master Certification, the bottom line is that AI will play a significant part in tech project solutions, as well as in the delivery structure and methodology for tech-centric project management companies, not if, but when. It will be beneficial if used intelligently, as it will save time and money while also considerably enhancing our PM capabilities, in my view. Project success may be easier to achieve, and fewer project failures would be beneficial. However, with AI, we must be cautious and handle any dangers and concerns - it will learn quicker than we can!

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5 Key activities toward an effective danger relief methodology!

As perceived in the Scrum Master Certification - how about we check out what we accept are five basic strides to an effective danger alleviation approach and a cheerful future after such occasions.

1.                 Aggregate.

This isn't quite so basic as it sounds, and it is the wellspring of grinding and self-image conflicts in the task group, just as in some other work setting. You bring a different arrangement of obligations, experience levels, information, inner selves, and at times even devotions to each project contribution. The venture supervisor should shape this gathering into a similar, objective situated group in view of one point: project achievement. Does it have all the earmarks of being straightforward? No, it isn't. Nonetheless, an accomplished task administrator can surely deal with it by building up limits from the get-go in the commitment, while every other person responsible for ventures might need to "counterfeit it till they make it." The experience needs to start some place.

2.                 Facilitate.

At the point when struggle emerges inside the task group, it is the venture director's commitment to unite the gatherings at chances with the PM or with one another and orchestrate an exchange that prompts a speedy settlement. Investing an excessive amount of energy in useless conflicts can defer a task or its spending plan, subvert project client trust and satisfaction assuming they become mindful of the circumstance, and disintegrate the venture's general framework. Thus, the venture's prosperity is risked. The project manager genuinely must react and act rapidly to guarantee productive positive momentum.

3.                 Collaborate.

As perceived in the Scrum Master Certification- successful, ideal, and ceaseless correspondence is perhaps the most effective way to guarantee group union and keep away from pointless clash. What's more what's the most effective way to spread the news about it? Through an awesome course for cooperation. To keep up with group cohesiveness and task achievement, pick a stage that permits you to impart data and deft sheets to your group partners, remember the group for quick undertaking announcements, and manage the general trustworthiness of the venture portfolio guides.

4.                 Generate.

What can help a group go ahead, together and on a similar track, with the equivalent and right objectives set up, when they are stuck and not working admirably together? As I would see it, creation. Because of an absence of action, they might have become stale. We've all accomplished those dead periods on projects where the tech staff is anxious and prepared to create, however the authoritative side of the venture – i.e., the undertaking director – is keeping them down on the grounds that the following assignments on the task plan aren't accessible. Thus, as the venture supervisor, do all that you can to keep them creating code, expectations, and administrative work — whatever is needed at that point.

5.                 Instigate.

Make forceful strides as the task director to resolve colleague clashes and get the venture in the groove again, or to keep away from struggle totally. Anyway, what does that look like? "It depends," is most likely the best reaction I can give. In the wake of settling difficulties and getting the group rolling forward, the task supervisor should make a move - don't anticipate that this should occur or fix itself. It's probably not going to occur.

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4 Major Underlying Potential Failure Points For Projects

1.     Communication. 

As understood while preparing for the PMP and Scrum Master Certification- the project manager's primary responsibility is communication. 

Any project that isn't properly planned and executed in terms of communication is certain to fail. The project manager should be the focal point for all project communication, and it's great if you have a strategy in place – even if it's not a formal one. At the very least, you should have something that gives all key stakeholders contact information (email, phone, Skype, etc. ), identifies when and where all key ongoing regular project meetings will take place (and who should attend), how project status reporting will take place, and how adhoc project communication should take place. It's all about creating goals and sticking to them - which is essentially the notion underlying excellent project management.

2.     Resource availability. 

The availability of resources is always crucial. This applies to both sides of the project, but I'll focus on the delivery organization/project team for this item because I'll be discussing the client next. The availability of resources is critical to a project's long-term success. Imagine working nonstop on your project and discovering unexpectedly – and without notice – that your tech lead will be unavailable for the next month.It happened to me. Her boss knew...she felt I knew, despite the fact that we had made no plans to share project knowledge, which should have been a red signal for her to shout from the rooftops. As understood while preparing for the PMP and Scrum Master Certification- the trick is to remain on top of it by evaluating and re-forecasting your resource utilisation on a regular basis (at least weekly) and ensuring that all key stakeholders have access to this information. Don't allow what happened to me happen to you.

3.     Customer engagement. 

The availability of customers is equally as vital as the availability of project team members. You'll need the customer to be available on a regular basis for information, queries, and decision-making on needs and business processes. The absence of a customer can result in important tasks being moved forward based on incorrect assumptions or requirements that are misinterpreted. Maintain client engagement by establishing clear expectations from the beginning and keeping them informed through frequent status meetings and work assignments.

4.     Decision making failure points.          

Decisions must frequently be made on the moment with incomplete information or feedback from critical stakeholders. You attempt to avoid these circumstances as much as possible, yet they still happen. I hesitate to label them terrible judgments because even excellent decisions can lead to project failure when they appear to be good based on what we knew at the time and the individuals and information we had at our disposal. It's possible that we won't have access to the appropriate information until after we've made the decision...and made the mistake...and discovered that...oh, that was a horrible decision. That is why client involvement, availability of key stakeholders, and team resource availability are all critical. These people are frequently crucial to excellent decision-making.

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5 Frequent Mistakes in Project Estimation

I understood this while preparing for the Project Management Institute certification. When it comes to producing good estimates, I've found that there are a few key flaws or traps we can fall into. Although being aware of these ahead of time can assist the PM and team in avoiding them, it does not guarantee that you will produce an accurate estimate. I've compiled a list of the top five that I believe are the most prevalent.

1.      Weak requirements. 

All future work on the project is built on the foundation of good, full requirements. It's difficult – if not impossible – to produce an end product that the client will accept without good criteria. It's also practically hard to predict the amount of work that will be done on the project precisely. You can put up a fantastic estimate based on the needs you have, but if those requirements are inadequate or missing, your estimate is useless.

2.      Too much optimism. 

If you continually base your estimates on the best-case scenario, you'll be startled when you discover your project is consistently over budget. Risks and challenges arise; certain jobs take longer than anticipated, and customer issues can often hold things down. If you continually expect for things to go perfectly, you'll be irritated by estimation failures time and time again.

3.      Padding for the just-in-case scenario. 

Similarly, over-planning for the "what ifs" can be detrimental. Overly conservative estimates give the impression to the consumer that the vendor is greedy, which will not gain you or your team any praise or confidence. The easiest method to develop excellent estimates is to make real estimates based on what you know right now and what you believe is likely to happen (with a certain degree of confidence). Make a list of any assumptions you have about what may or may not happen. As learned while preparing for the Project Management Institute certification - don't over-plan for things that may or may not happen. It's a horrible strategy.

4.      Not considering risks.

When it comes to estimating efforts, it's a terrible idea to ignore those hazards that you meticulously recognised early in the project. Some will happen, but not all. And, when estimating project work, it's advisable to assume that at least some of these may produce problems for your project - especially the ones you thought had a high chance of happening. Make your estimations as realistic as possible - it doesn't benefit anyone if you and your team are too optimistic...or pessimistic...with your estimates. Make an effort to strike the appropriate balance.

5.      Rushing it.

Look out if someone approaches you and says, "Give me a ballpark figure by the end of the day" with the caveat, "Don't worry, I won't hold you to it." Almost usually, this means danger. Estimates should never be rushed. It's one thing to give an estimate for something you've done a hundred times. However, if you need some time to think about it, don't let them pressure you. Because you will almost certainly be held to it. Take care.

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5 Ways To Become A Value Added Project Manager

As understood while preparing for a Project Management Certification - for the project team, the project customer/sponsor, and senior management, there are five essential ways that the project manager may demonstrate definite value to the project.

1.     Stay out of the way. 

This one is easy to understand. Stay out of the way means doing just what is necessary to keep the project going ahead successfully. This should not be done on a regular basis. However, there are certain clients – and I've met a number of them – who don't think a high-priced project manager directing the engagement adds much value. When you have one of these customers, you must do everything you can to demonstrate value while keeping the project costs as low as feasible. When you can send simply one developer on site, don't travel. Every week, keep track of how many hours you charge to the project. Avoid having too many meetings. Keeping costs low is a must...period.

2.     Add technical oversight and effort where needed. 

If you're the project manager and have some technical abilities, utilise them to fill in the gaps wherever feasible. I was onsite with my team at a big airline customer for a software install, and because our team was tiny and our time was limited, I found myself executing data loads in between meetings. We were able to reach our deployment date thanks to it.

3.     Gain visibility for the project. 

Assume the role of your project's ambassador. Do you want to make the consumer feel more valuable? Encourage high management to participate in your project. As learned while preparing for a Project Management Institute certification - a future project status meeting attended by the CEO or another high-ranking member of your organisation will demonstrate to the client that the project is essential to your firm and that they are an important customer who is being taken seriously. If you've lately had any troubles that have resulted in consumer dissatisfaction, this can help you resolve the matter.

4.     Provide detailed budget management. 

Close budget management should be obvious, yet far too many project managers fail to do so. It's your client's money, and if you make it a priority to closely watch, reforecast, and report on it during the project, you'll ensure that your project doesn't slip too far off course financially without anybody knowing. If your client is included in the reporting process, they will see the value in that supervision and will feel much more comfortable with the project and how their money is being spent on project resources.

5.     Track risks carefully. 

This is another logical topic that is frequently neglected. Some hazards are typically discovered ahead of time and then put aside as if the procedure is complete. Instead of taking that risky option, include a risk management component in the weekly project status report. The possibility of anything unexpected bringing the project to a halt is substantially reduced if risks are continually in front of the team and the client, and even better – actually allocated to team members to keep watch of.

Want to learn more ways to become a value-added project manager? Take on professional certification courses such as PMP, CAPM, PfMP, Scrum Master Certification course etc. today!

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Consistent delivery leads to successful projects

As understood while preparing for the Project Management Institute certification -clients want to know exactly what they're paying for. They might be a repeat customer or a new customer who heard about you or your firm through a co-worker. If they've had solid, consistent project delivery in the past, that's probably why they're reaching out to you again. And if their colleague had a positive experience with you during their own engagement, that's still another reason they want to spend their hard-earned project dollars on you, your project team, and your firm. And it takes a lot of confidence and money for some firms to invest in an expensive software or hardware implementation project.

Ensuring consistent delivery

How can we ensure that delivery is constant from one client to the next, or from one deployment to the next for the same customer? How do we ensure that they receive the same level of service every time? How can we reassure them that if we did a good job the prior time, we can do it again this time? How can we promote ourselves in a way that says, "Every time we take on a new project, we're pros who know what we're doing"?

As understood while preparing for the Project Management Institute certification -, we should be performing these five things for every client on every project as a foundation for continuous outstanding service to our consumers.

1.      Best practises should be followed. Regular measures that help your project function effectively during an engagement should not be overlooked. Weekly status meetings, weekly status reports, regular internal team meetings, and frequent budget forecasting and analysis are all core behaviours and activities that will keep your project and team on track for the long term. Make sure you're submitting amended project timelines on a frequent basis. Demonstrate that you know how to manage a project effectively.

2.      Apply what you've learnt. We'll hit snags along the way, but if we learn from them, we'll be less likely to make the same mistakes again, and we'll have a higher chance of a successful delivery next time.

3.      Allow enough time for appropriate planning. Don't forget to plan beforehand. If you do, expect a lot of reworks. And it frequently results in budget overruns, missed deadlines, and irritated consumers.

4.      Make the planning documents for the project. Don't skip those planning papers that will serve as roadmaps for strong project leadership throughout the remainder of the engagement as part of the planning phase. Risk Management Plans, Communication Plans, and Test Plans, for example, may be extremely useful as reference tools later in the project, and they convey a strong message to your project client that you are meticulous and consistent in your project planning and delivery.

5.      Tests should be well-planned. Testing is crucial to the project's success — I can't emphasise this point enough. Prepare your team properly for it, and even better, your client, because it's a critical responsibility for them as you approach deployment. Make sure your project timeline includes the necessary exam preparation work. Your customer will receive a bundle that their end user can actually use if you choose a well-tested solution.

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4 Ways to Give Your Project Customer All You’ve Got!

As a PMP and Scrum Master Certification holder - I've discovered the top four strategies to speed up a project in a crisis and boost customer satisfaction.

1. Save them money

Every consumer enjoys keeping a portion of their funds. Large-scale projects are sometimes priced at exorbitant prices. So, seek for methods to keep well inside budget or perhaps bill the project for less hours. Texas Health and Human Services hired me to lead a huge tech project to adopt a new software solution, and they decided they didn't like project management fees. They thought the $150/hour fee imposed by the professional services firm where I worked was excessive. It wasn't required - it was – but they were the client, and they were concerned about the money. As a result, I managed from afar and avoided a few of onsite visits, saving them thousands of dollars in the long run. They changed from frightened to comfortable and satisfied all of a sudden because they realised, they liked me. The project was completed effectively, and we were awarded further work from that government agency. It was a win-win situation.

2. Communicate… well and often

Not communicating project progress and challenges quickly or adequately enough is the quickest way to cause client worry. Nothing drives a project client off faster than the sensation of being kept in the dark. As learned while preparing for the PMP and Scrum Master Certification- the project manager's most crucial duty is effective and efficient communication. As learned while preparing for the If you can't communicate effectively with your project customer, project team members, and all other stakeholders, you're in the wrong profession.

3. Promote their business whenever possible

If you can manage the customer's project while also assisting them in promoting their business in some way, you're providing value to the project-client connection, which will always benefit you in terms of customer satisfaction and retention. It might be that you're displaying the project client's details on your website or blog. Perhaps it's a project-related news release. Anything you can do to increase good perceptions of the customer is a gain.

4. Be as transparent as possible

Be as transparent and honest as possible at all times. That doesn't mean you have to tell them everything that's bothering you in the first five minutes. Examine any problems that develop. Discuss with the project team and, if possible, come up with one or more viable alternatives to submit to the project customer. Obviously, I'm not talking about a long period of time. The worst-case scenario is if your customer learns of an issue from someone other than you, the project manager. If that happens, you can find yourself on the phone with your customer, sitting across from your CEO, trying to figure out what's going on. I've been there and done that. It's also not enjoyable. At the very least, come up with a proactive plan to analyse or try something promptly, and schedule a meeting or call with your customer as soon as possible.

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How do you break into another industry as a project manager?

This question was recently posed to me by someone in the film industry. This post-production supervisor's resume looked more like a filmography listing than a resume.

Similarly, while in Denver for the PMI Global Congress a few years ago, I had coffee with a cousin and discovered she is an Event Planner. She told me a little about her job, and I told her a little about mine. She was a project management professional, but she didn't consider herself to be one. Many years ago, I was in the same situation, managing projects without even realising it... As far as I could tell, all I was doing was guiding a group of people toward a similar goal.

Focus on the CONTENT as well as the CONTEXT

We all share one trait: a near-exclusive concentration on the context of our profession, to the neglect of the content of our everyday job.

I've already blogged about project management resumes. The most crucial thing in this case, in my opinion, is to take a step back and re-evaluate your own project management experience.

"I strongly advise you to reframe your cinematic experience in terms of project management. I'm sure you dealt with a variety of stakeholders, such as team members, sponsors, and customers. I'm sure you kept track of the scope, timetable, and budget. I'm sure you can offer a good sense of how much money you were able to save.

I'm sure you went through project initiation, planning, execution – monitoring and control, and closure."

Look, some people with little or no project management experience behave like they do, such as those who pursue SCRUM MASTER CERTIFICATION or other qualifications without having the necessary expertise. (Sorry, but doing work around the house does not qualify you for PM experience!)

Others have 20+ years of experience doing everything project managers do, although in an environment where they are referred to by a different moniker. You are a project manager if you handle projects. It makes no difference to me what you call it.

Don't underestimate or exaggerate the importance of your own accomplishments and experience. How to accurately evaluate your starting position, define a career trajectory with strategies for accomplishing your goals, and then execute on those plans is one of the many subjects I discuss in my PM Career Coaching Course.

So, how about you? Have you moved from another industry, such as film or event organising, to project management? Are you now attempting to do so?

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3 Accountability rules to follow for successful project management

Accountability is the best method to eliminate excuses, as I found while studying for a Project Management Institute certification, and project management can help you do just that. Everything is documented by the project management platform you're using, from task assignment to communication. If someone uploads an update or makes a modification, every team member is notified in real time, so there's no way for them to make excuses like they didn't see the message. Implementing the correct project management tool, on the other hand, is crucial for establishing accountability, which is the bedrock of your project's overall success.

A project's successful completion necessitates a tremendous lot of preparation, execution, control, and monitoring. All of these efforts, however, will be for naught if no one in the team is held accountable. The challenge now is: how can you ensure project accountability?

Accountability Rules You Need to Follow

There are particular accountability principles you must follow; just as effective accountability is mainly dependent on efficient project management execution. There are three guidelines to follow, as I learnt when studying for a Project Management Institute certification. These are some of them:

1.       A Strong Leadership: As a leader, you must clearly state why the project is being undertaken as well as the expectations. Your team members will not be able to view the importance or priority of a task/project if this is not done. When a leader explains the objective and advantages of a project, as well as the business value of each feature and the expectations of each team member, it helps them develop a commitment to the project, which is critical to its success.

2.       Communicating and Measuring Results: For discussing and measuring project progress, a collaborative environment is required, which is also necessary for enhancing accountability. It inspires individuals by highlighting those who are doing at their best. It also aids in identifying members who are not functioning at the needed level and the challenges they are facing, so that appropriate measures can be made to assist them in refocusing and getting back on track. The team will be able to inspect and adapt, which is essential for progress.

3.       Fostering the Culture of Accountability: The third and final guideline is to create a work environment in which every team member is held accountable for his or her actions. To accomplish this, make sure that everyone on your team knows the importance of individual and team accountability. You must persuade them that meeting deadlines and accomplishing tasks is insufficient. They are individually responsible for delivering the greatest degree of quality in order to assure the project's actual success.

Need more insights on the same? Enrol in a training program for professional credentials such as PMP, ECBA, CAPM, Scrum Master Certification etc.

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3 Best practices to deal with toxic relations at work!

Leaving even one toxic factor uncontrolled can have serious effects, as I realised when studying for Project Management Institute certifications. Employees are frequently left to deal with their difficulties on their own. Here are some suggestions for improving your working relationships with 'toxic' co-workers.

1.     Direct Approach

Doing it head-on is one of the most efficient methods to solve any problem you have with your co-workers. If you have a problem, talk about it.

In the best-case scenario, you'll reach an agreement and things will get better. Worst case scenario: you go on to other possibilities now that you know you won't be able to reason with this person.

However, before ranting at someone, make sure you observe a few ground rules. Make an effort to:

·         Be honest;

·         Be sincere;

·         Be reasonable;

·         Be understanding.

Another thing you must do at all times is maintain a positive attitude. No one benefits from losing your voice in a yelling contest. You may dislike the individual in question. They could be the most obnoxious person on the planet.

At this time, your patience may be wearing thin. Forget about it. It's not your objective to make somebody feel awful; it's to solve the problem. You're much more likely to succeed if you carry on the conversation in good faith.

2.     Taking It Up

When all other attempts to solve the situation on an equal basis have failed, you can consider bringing in a third party. It may appear that approaching your supervisor or HR with your concerns is a drastic step.

But there's no need to be concerned. If your complaints are real and your co-worker’s behaviours keep you down, there's nothing wrong with asking for aid from higher up the hierarchy ladder, as I learnt while studying for Project Management Institute certifications.

All you have to do now is present your message in a clear and focused manner, free of drama, backstabbing, personal attacks, or whining. Tell the truth about what upsets you and why it troubles you. Make a suggestion for resolving the issue.

This kind of responsible attitude will protect your superiors' reputation while also assisting them in better understanding and resolving the problem.

3.     Coping

Fighting fire with fire is the most popular response to poison that you should never use. Never start acting in a way that you consider improper when someone else does. Do not engage in gossip, backstabbing, snide remarks, or insults.

Use your frustration to propel you to greater accomplishments. Examine the situation and come up with better options. Maintain your composure and calm.

Accepting the circumstance as something that happens from time to time at work can help you get by for a while.

Need more tips on the same? Enrol in a professional certification training program such as PMP, PgMP, Scrum Master Certification training programs.

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Guidelines to effectively manage your commute time

Back when working remotely was considered as a bonus, the "lack of commute" was seen as one of the key advantages of such working arrangement, as I learnt when studying for a Project Management Institute certification. There will be fewer bills, less wear and tear on automobiles, and possibly less stress if you don't commute, but that isn't the point of this post. When you switch from going to the office to strolling down the hall, the biggest every day shift is time. The typical commute time in the United States is roughly 26 minutes, which corresponds to about an hour per day for the average person.

The question is, what are you doing with this new-found time?

Most folks weren't thinking about this when the lockdowns started. They were only attempting to make things work. Few people made deliberate choices about how to use their free time. Some required it for their children, others needed it to sleep longer, and others simply needed it to get through the day.

Those mainly unconscious choices have resulted in new habits about how we spend our "spare time," and not all of them are beneficial. Now is the time to consciously ask ourselves, "What do I want to do with the time I used to spend commuting?"

Creating a New Routine

Consider the following methods to get a fantastic answer to the issue, as I discovered when studying for a Project Management Institute certification:

1.       Examine how you've used your commuting time since starting to work from home.

2.       Congratulations if you are satisfied with your response (and you might want to skip down to the comment about productivity below).

3.       If you're not satisfied with your answer, consider how you'd prefer to spend that time.

4.       Create a new routine or habit that allows you to spend your time the way you want instead of the way you are today.

5.       Make your new usage obvious, and explain why you think it's a better option.

6.       Once you've decided on your new preference, share it with the rest of your family (or others who will support you).

7.       Get started.

A Comment About Productivity

I know what many folks did with their travel time after they "lost" their commute and began working from home because I've spoken with hundreds of them. They simply added it to their workday. If this is the case, please allow me to ask you two questions:

·         Are you getting more done than before?

·         Is your task list shorter?

If that's the case, that's amazing! Unfortunately, no, according to many of the people I've spoken with. Remember that there will always be work to be done, and if you're working longer hours but not making progress, you're not being productive. The numerator and denominator of productivity are the amount of work completed in a given amount of time, not the amount of work completed. If you discover that you are spending more time working but not accomplishing more than before, you should think about creating new routines for the time you used to commute.

Need more insights on the same? Enrol in a Project Management Professional, Scrum Master Certification etc training program today!

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