As people move through adulthood, it can become more and more difficult to view themselves as learners. So long as people feel competent enough in their jobs and comfortable in what they know, people may think that learning has become irrelevant in their lives. However, everyone should consider themselves a lifelong learner.
If business owners have found themselves in the position of needing to hire a new project manager for their team, congratulations! Not only does this mean they are doing well enough to afford to bring on a new employee, but also that they have a new opportunity to re-energize the project team with fresh, savvy and competent leadership.
A wide range of project manning resources are available to project managers in the construction industry: While these resources are potentially useful, they all miss something essential to project success: customization. It’s important to develop a customized, quality process to use on all projects.
No matter what role you play in the construction industry, adopting good project management practices can help you take on more responsibility and, in turn, bring greater independence. If you aspire to run your own construction firm or advance to a higher level of management, taking on more responsibility in your current position is essential.
Everyone starts with the best intentions: eat well, exercise, perform well at work, and get along with coworkers. Unfortunately, those good intentions don’t always translate into actual results.
A project team seems to have all the right pieces—team members’ technical proficiency, good internal communication and an organized project manager—but something still isn’t quite right. The team still struggles to get projects done on time and is not as productive as it could be. The problem might have something to do with the team’s physical work environment.
Project portfolio management (PPM) is an emerging discipline in which a group of projects is analyzed, prioritized and collectively managed in a coordinated way. This approach allows project managers to reap benefits that would not be available if the projects were managed separately. It also allows them to periodically monitor the performance of projects in the light of changing conditions (e.g., finite resources, a changing marketplace or shifts in corporate strategy).
In an era of widespread layoffs and job insecurity, it may feel as though there’s nothing a person can do to maintain his or her job, besides just sit back and “hope for the best.” Not only is this a poor solution to improving job security—it’s exactly the kind of attitude that will weaken it.
As a manager, you know that success requires getting the best players on your team. You’ve done an impressive job of picking out the MVPs in each field—the best project managers, craft professionals, salespeople, finance people, marketing people you can get. But there’s something missing, and your team’s performance is dragging because of it.