Search

Project Management: Act On Action Items After Team Meeting

Invariably, all team meetings start with the promise to achieve the mighty goals and a zest to have the decided action plan followed up; only to have zero or little progress even after substantial time passes by.There is something in those confines of the meeting rooms that brings the best of ideas and enthusiasm to make a difference in everyone. But as soon as the team walks out of that door, back to their desks or an informal tea break after the meeting, all the goals, visions and action plans fall by the wayside and life returns back to the same old way of working.Invariably, again, there will be some members in the team who would wonder about what really happened to that action plan that was supposed to make the project shine again and to remove all the blockers; only to be silenced by the non-response of majority of the team.More or less, the response will end with the generic statement that the Manager was supposed to revert with something on some item and there has no update ever since. All the while, the manager is awaiting inputs from the team itself.Have you ever faced such scenarios in your projects and team meetings? If not, then wonderful. Please leave a comment at the end of this blog and share your best practices with us audience unless they consist of corporal punishment for defaulting members. Not a bad thought, though but it will not work in a democracy and even lesser so in a professional environment.So how do we really ensure that team actually owns up to the action items and acts on it towards tangible outcomes after the team meeting?If you have also experienced this same feeling, then do read on.Been there and done that“Been there and done that” syndrome belongs to those conditions where we have tried to break the logjam of above problem by assigning ETAs [expected time to achieve] and owners of those items. That seemed to work up until 2010.Ever since that year, I have personally noticed that even holding people accountable for action items is not yielding any action unless they are grabbed by their collars [in extreme cases and we certainly don’t want to go there].So assigning ETAs and owners of those actions is not working anymore.Some of the managers I spoke with modified this approach with a fair bit of success used to have an “action item dashboard” showing in public view such as hallway with item owners clearly called out and their current status marked by Red, Yellow and Green Post-It notes.That trick worked for a whole and it still does but there is a catch in this too.For the first few days, it triggers action on the account of public visibility and it generates public interest also especially of passersby, but then after few days it dies a natural death and nobody gives it a second thought; only to have it replaced by another action plan that came out of another team meeting.The root causesAfter having spent more than a decade in human interaction patterns and ownership attitudes, I came to a conclusion that only 5% of action items fail due to a lack of enthusiasm or interest from the team members.That puts a whopping 95% in the questionable range as to why they do not materialize.I spoke with hundreds of team members on what constitutes as their reasons for not being able to follow through on their commitments of team meetings and following are the responses, arranged in descending order of vote count. I call them “Star struck pattern for Inaction” [copyrighted and Trade Mark by Abhinav Gupta]Those action items are inherently considered secondary to the project deliverables and hence, do not get enough bandwidth.The action items have a dependency on other individual or a group to revert back and that never materializesThe action item is currently blocked due to some technical or logistical issue and to unblock it, the said team members’ needs to invest time which simply is not available at hand.The team member is not able to understand how completing the assigned action item will help deliver the end goal, so the sense of urgency is not clear.The action item is theoretical and not feasible in the real world. So not following up on that.It requires the person to go out of his or her comfort zone and that is not going to happen sooner.The above 6 reasons contribute to 95% of action items not materializing out of team meeting. The remaining 5% can be accounted to the “3-Lack Syndrome” [copyrighted and Trade Mark by Abhinav Gupta]:Lack of interest in the action item itselfLack of Interest in the overall well-being of team, project, company or societyLack of Empathy since the problem does not affect them; yet!The proposed solution to this problemIt took me more than 5 years to fine tune this approach into something that delivers sustained output and results irrespective of project domain, team personalities, and action item variations.But before I start delving deeper into the solution, let us understand why the said approach works with better odds than other approaches.See, there is an underlying human tendency that evaluates the person assigning the task to them more than the task itself. If the organizer of the meeting and the corresponding person who assigned them the action items, that Is You, enjoys the trust and authority of the audience then the chances of getting the completion increases by a few basis points immediately.Then comes the second human tendency riding on top of the first one, that is, what is in it for me?Some team members are intelligent and mature enough to answer this particular questions for themselves in private. But some require a picture to be painted for them by the meeting organizer.It is important to understand that the answer for “what is in it for me?” need not be some reward or gold or money at the end of it. But a way that shows the audience that this whole exercise is going to benefit all of us and they are part of “US”.Once, these two subconscious barriers are crossed, it becomes very easy to get action items acted upon. But not entirely successful.Because one final frontier is left and that is the practicality of the action requested from the audience.Every individual is intelligent enough to understand whether something is feasible to be achieved in real time or not. Though some intelligent and bold individuals might be willing to push their efforts to achieve the unthinkable, but majority of the audience does not fall into that category.Hence it is the responsibility of the meeting organizer or the conductor to make sure that action items follow these patterns:They should be small enough to be achievableThey should follow a logical pattern of completion leading to the big picture achievementThe owners and their expectations are clearly understood along with the backup plansAnd most importantly, a personalized sync up with action item owners on a regular basis after the meeting is over.Most of us make the mistake of considering rough notes of our meeting discussion as action items and they get floated around in a Snapshot or email format to die a slow death of inaction.To get the action out of your action items, you need to understand the dynamics of the team, people personalities, goal of the meeting and your own personal investment in it.Because no one will invest their money in your project if you do not have any stakes invested in it. Ain’t it? Learn more about how you can emerge as a Project Management Professional everyone looks up to.Cheers! And All the best !!
Rated 3.5/5 based on 7 customer reviews

Project Management: Act On Action Items After Team Meeting

502
Project Management: Act On Action Items After Team Meeting

Invariably, all team meetings start with the promise to achieve the mighty goals and a zest to have the decided action plan followed up; only to have zero or little progress even after substantial time passes by.

There is something in those confines of the meeting rooms that brings the best of ideas and enthusiasm to make a difference in everyone. But as soon as the team walks out of that door, back to their desks or an informal tea break after the meeting, all the goals, visions and action plans fall by the wayside and life returns back to the same old way of working.

Invariably, again, there will be some members in the team who would wonder about what really happened to that action plan that was supposed to make the project shine again and to remove all the blockers; only to be silenced by the non-response of majority of the team.

More or less, the response will end with the generic statement that the Manager was supposed to revert with something on some item and there has no update ever since. All the while, the manager is awaiting inputs from the team itself.

Have you ever faced such scenarios in your projects and team meetings? If not, then wonderful. Please leave a comment at the end of this blog and share your best practices with us audience unless they consist of corporal punishment for defaulting members. Not a bad thought, though but it will not work in a democracy and even lesser so in a professional environment.

So how do we really ensure that team actually owns up to the action items and acts on it towards tangible outcomes after the team meeting?

If you have also experienced this same feeling, then do read on.

Been there and done that
“Been there and done that” syndrome belongs to those conditions where we have tried to break the logjam of above problem by assigning ETAs [expected time to achieve] and owners of those items. That seemed to work up until 2010.

Ever since that year, I have personally noticed that even holding people accountable for action items is not yielding any action unless they are grabbed by their collars [in extreme cases and we certainly don’t want to go there].

So assigning ETAs and owners of those actions is not working anymore.

Some of the managers I spoke with modified this approach with a fair bit of success used to have an “action item dashboard” showing in public view such as hallway with item owners clearly called out and their current status marked by Red, Yellow and Green Post-It notes.

That trick worked for a whole and it still does but there is a catch in this too.

For the first few days, it triggers action on the account of public visibility and it generates public interest also especially of passersby, but then after few days it dies a natural death and nobody gives it a second thought; only to have it replaced by another action plan that came out of another team meeting.

The root causes
After having spent more than a decade in human interaction patterns and ownership attitudes, I came to a conclusion that only 5% of action items fail due to a lack of enthusiasm or interest from the team members.
Why Action Items FailThat puts a whopping 95% in the questionable range as to why they do not materialize.

I spoke with hundreds of team members on what constitutes as their reasons for not being able to follow through on their commitments of team meetings and following are the responses, arranged in descending order of vote count. I call them “Star struck pattern for Inaction” [copyrighted and Trade Mark by Abhinav Gupta]

  • Those action items are inherently considered secondary to the project deliverables and hence, do not get enough bandwidth.
  • The action items have a dependency on other individual or a group to revert back and that never materializes
  • The action item is currently blocked due to some technical or logistical issue and to unblock it, the said team members’ needs to invest time which simply is not available at hand.
  • The team member is not able to understand how completing the assigned action item will help deliver the end goal, so the sense of urgency is not clear.
  • The action item is theoretical and not feasible in the real world. So not following up on that.
  • It requires the person to go out of his or her comfort zone and that is not going to happen sooner.

The above 6 reasons contribute to 95% of action items not materializing out of team meeting. The remaining 5% can be accounted to the “3-Lack Syndrome” [copyrighted and Trade Mark by Abhinav Gupta]:

  • Lack of interest in the action item itself
  • Lack of Interest in the overall well-being of team, project, company or society
  • Lack of Empathy since the problem does not affect them; yet!

The proposed solution to this problem
It took me more than 5 years to fine tune this approach into something that delivers sustained output and results irrespective of project domain, team personalities, and action item variations.

But before I start delving deeper into the solution, let us understand why the said approach works with better odds than other approaches.

See, there is an underlying human tendency that evaluates the person assigning the task to them more than the task itself. If the organizer of the meeting and the corresponding person who assigned them the action items, that Is You, enjoys the trust and authority of the audience then the chances of getting the completion increases by a few basis points immediately.

Then comes the second human tendency riding on top of the first one, that is, what is in it for me?

Some team members are intelligent and mature enough to answer this particular questions for themselves in private. But some require a picture to be painted for them by the meeting organizer.

It is important to understand that the answer for “what is in it for me?” need not be some reward or gold or money at the end of it. But a way that shows the audience that this whole exercise is going to benefit all of us and they are part of “US”.

Once, these two subconscious barriers are crossed, it becomes very easy to get action items acted upon. But not entirely successful.

Because one final frontier is left and that is the practicality of the action requested from the audience.

Every individual is intelligent enough to understand whether something is feasible to be achieved in real time or not. Though some intelligent and bold individuals might be willing to push their efforts to achieve the unthinkable, but majority of the audience does not fall into that category.

Hence it is the responsibility of the meeting organizer or the conductor to make sure that action items follow these patterns:
Essential patterns of action items

  • They should be small enough to be achievable
  • They should follow a logical pattern of completion leading to the big picture achievement
  • The owners and their expectations are clearly understood along with the backup plans

And most importantly, a personalized sync up with action item owners on a regular basis after the meeting is over.

Most of us make the mistake of considering rough notes of our meeting discussion as action items and they get floated around in a Snapshot or email format to die a slow death of inaction.

To get the action out of your action items, you need to understand the dynamics of the team, people personalities, goal of the meeting and your own personal investment in it.

Because no one will invest their money in your project if you do not have any stakes invested in it. Ain’t it? Learn more about how you can emerge as a Project Management Professional everyone looks up to.

Cheers! And All the best !!

Abhinav

Abhinav Gupta

Blog Author

PMP, has 12+ years of experience working in Information technology sector and has worked with companies like Infosys and Microsoft in various capacities. He started his career as a manual tester for a world renowned software product and grew on to become automation champion in both functional as well as UI. He has worked with Healthcare units providing various software solutions to companies in North America and has worked with search engine based groups to enhance their experience and provide more bang for buck to their customers.

Join the Discussion

Your email address will not be published. Required fields are marked *

Suggested Blogs

Top 7 Project Management Methodologies

Foresighted managers and leaders don’t necessarily follow just one project management methodology. They learn all of them so that they have the awareness to deploy the right methodology for the right project. According to industry experts, project management methodologies are vital to project success. A recent study by PMI confirmed that about 89% of the project professionals believed that their organizations implemented some project management practice or the other.What is a project methodology? It’s a blueprint that shows how tasks and projects can be planned, managed, and executed, right from start to finish. It includes a combination of practices, techniques, and procedures followed by project managers.Why choose a project management methodology? A recent survey published by the Harvard Business Review revealed that the lack of time was the major hindrance to collaboration within project teams. Since projects are fast-paced and must adhere to deadlines, collaboration is quintessential. This is where adopting a project management methodology comes to play.Projects are incredibly fast-paced with competing deadlines; hence collaboration is the best way to keep the team engaged, heighten productivity, and save time in the long run. Practicing a methodology is a great way to boost collaboration as well as deliver project success. Top 7 project management methodologies Below are the top 7 methodologies in the project management landscape today: 1. Agile According to a KPMG survey, 81% of enterprises have adopted Agile in the past 3 years. The most favorite methodology, Agile is primarily a set of principles involved in software development.  However, it is hailed as a project management methodology for its flexibility and capability to build processes. Agile projects have a series of tasks that are initiated, executed, and adapted based on ad hoc demands, rather than a pre-planned process. Hence, Agile is apt for dynamic environments where the unpredictability factor is quite high.2. Scrum Scrum is the project management methodology that enables a small, cross-functional, self-managing team to deliver results quickly.  It helps boost communication, teamwork, and speed of the processes. Terms like sprints, scrums, backlogs, and burndowns are commonly used in scrum methodology.Scrum is ideal for environments that handle complex products.It advocates the use of small, cross-functional teams of up to 9 people who work on items in a backlog that have been clearly defined and prioritized by a Product Owner. Work is categorized into “sprints”, a development cycle of usually 2-4 weeks. During these sprints daily “Scrums” take place where the teams report on their daily progress and impediments. At the end of each sprint, work is then reviewed in a sprint review meeting to determine together with the Product Owner if it clears the Definition of Done (DoD). Scrum is further facilitated by a Scrum Master who leads the sprints, demos, reviews, and ensures that the team is continually optimizing and improving.3. LeanLean project management is the methodology that emphasizes the dictum of maximizing value while minimizing waste. In project management, it aims at creating the most value with a minimum amount of resources, labor, and space.There are 3 ‘M’s in Lean: Muda refers to wasteful activities that consume resources without value generation, Muri refers to overutilization of equipment or employees and Mura which corresponds to operational inefficiency. Lean project management methodologies when practiced are capable of reducing these 3 Ms within the project process. 4. Kanban Kanban is a project management methodology that is focused on Lean principles. Its primary focus is to increase efficiency. It’s an evolved version of Scrum. It’s flexible and not focused on roles. It keeps the team focused on what matters. It’s ideal for environments where priorities are changed frequently. The online tool Trello is based on Kanban. It gives an accurate visual depiction of the progress of work for the team and other stakeholders. It’s ideal in organizations that demand a consistent output.5. eXtreme Programming methodology (XP)  eXtreme Programming (XP) is also a software development project management methodology that focuses solely on development while ensuring quality. It lays down the processes needed to improve software quality as well as meet customer requirements.  It is quite similar to Scrum but differs in certain prescriptive processes. These processes include making compulsory user stories, Test Driven Development (TDD), Pair programming, and Continuous integration. 6. Waterfall  Waterfall methodology, also known as the SDLC (Software Development Life Cycle) values solid planning and doing everything in one shot, unlike Agile. Planning and resource allocation is done in the beginning, work is executed in cascades. Like a waterfall. However, Waterfall is rigid as it offers no scope to make changes to the plan unless necessary. Because of this approach, upon reaching the testing stage, it’s very difficult to go back and rectify mistakes. That could end up being quite risky. The many shortcomings of the Waterfall approach are the reasons why Agile methodologies gained acceptance worldwide. 7. PRINCE2   Created by the UK govt in 1996 for IT projects, PRINCE2 methodology is controlled project management practice which divides projects into various stages with their own set of plans and processes to follow. It’s an excellent framework that can be applied mostly in large projects. It lays down the need for the project, identifies the target audience, and whether the project is feasible. A PRINCE2 Practitioner often oversees the team in these projects and ensures that the team has the right resources and guidelines to conduct the project as well as mitigate risks effectively.Ultimately, choosing the right project management methodology is based on the project and business environment. When chosen appropriately, these methodologies can play a major role in project success. Learn more about project management methodologies like these from our series of immersive workshops.
Rated 4.5/5 based on 0 customer reviews
Top 7 Project Management Methodologies

Foresighted managers and leaders don’t necessari... Read More

Top 10 Certifications in Project Management

Whether it is the IT or non-IT industry, a successful project always depends on a highly competent project manager. An adept and proactive project manager helps the teams in becoming consistently productive and accountable for their tasks and responsibilities. Nowadays project management is a highly pursued job title. Any professional aspiring to be a project manager can greatly benefit from working in this role. This is not only because of the lucrative salary but also because a lot of skills can be acquired after being certified as a project manager, like knowing how to plan, schedule, budget, execute, deliver and then report on the business projects. Here are some of the top certifications in project management that companies are looking for, presently:1. PMP®: Project Management Professional Project Management Professional (PMP)® is one of the top-level project management certifications and is globally recognized as the gold standard in project management. By being PMP® certified, you can work in any industry with any methodology irrespective of the situation. This certification includes all the top necessities required to test your knowledge and skills in managing the project "triple constraints", that is time, cost, and scope.Accreditation body: Project Management Institute (PMI)® Eligibility criteria:Eligibility RequirementFour-year degree or global equivalentA secondary degree or global equivalentYears of Project Management Experience3 Years (36 months)5 Years (60 months)Hours Leading & Directing Projects4,500 Hours7,500 HoursHours of Project Management Education35 Hours35 Hours2. CAPM®: Certified Associate in Project Management Another certification governed and accredited by the Project Management Institute (PMI)®, the Certified Associate in Project Management (CAPM)® lays the foundation stone for the Project Management Professional (PMP)® certification. CAPM® is perfect for professionals who want to move steadily into the project management field. Individuals who do not possess a college degree or have no/minimal experience in the field can also apply for this certification. Accreditation body: Project Management Institute (PMI)® Eligibility criteria:A minimum of 23 hours of project management education before the examination. The minimum educational criterion to go for the Certified Associate in Project Management (CAPM)® certification is a high school diploma certificate or any global equivalent form of education.3. CSM®: Certified Scrum MasterEver since agile methodologies have become the standard in most industries, especially the IT sector, Certified Scrum Masters have been in high demand. Despite various Scrum master certifications being available in the market, the Certified ScrumMaster (CSM)® from the Scrum Alliance is a great way for aspiring project managers to start as Scrum practitioners. Scrum Alliance® offers this CSM® credential and is a non-profit organization that promotes the concept of adopting Scrum and agile practices. The organization globally has 450,000 plus certified practitioners. Accreditation body: Scrum Alliance® Eligibility criteria: There is no set of eligibility requirements to attend this Scrum Master Certification course and it can be taken by freshers or professionals who want to:Extend their careers in project management.Strengthen their grasp of Scrum.4. PMI-RMP®: Project Management Institute-Risk Management ProfessionalNowadays it is normal for any undergoing project to face risks at every stage, thus affecting its execution, success rate, and the final result. This requires planning the project by detecting potential risks, both threats, and opportunities, taking actions to reduce threats, and increasing opportunities.  The Project Management Institute-Risk Management Professional (PMI-RMP)® credential affirms that Risk Managers know the best way to identify project risks and lessen threats while making the best of available opportunities. Accreditation body: Project Management Institute (PMI)® Eligibility criteria: Either Secondary degree (high school diploma, an associate degree, or the global equivalent) 4,500 hours of project risk management experience within the last 5 consecutive years 40 hours of project risk management education Or Four-year degree (bachelor’s degree or the global equivalent) 3,000 hours of project risk management experience within the last 5 consecutive years 30 hours of project risk management education5. CompTIA Project+ certificationTraining in the CompTIA Project+ certification will enable professionals to learn and implement common project management principles and important soft skills such as team building, conflict resolution, communication, negotiation, setting, and managing expectations. CompTIA's Project+ serves as a primary-level project management credential.Accreditation body: CompTIAEligibility criteria:There are no strict prerequisites, however, according to CompTIA, a candidate should have at least one year of experience managing, directing, or participating in small- to medium-scale projects.6. PRINCE2® Foundation/PRINCE2 PractitionerAccredited by Axelos, PRINCE2® is a de facto standard that describes project management standards and assists in forming consistency among projects. It began in the UK and then applied it to its government entities. Famous across Europe and now countries in the middle and far east, many industries have adopted these standards and gained impressive results. As a result, PRINCE2® Practitioners are sought-after for their knowledge of applying this framework on projects. There are two key certifications: PRINCE2® Foundation and PRINCE2® Practitioner Certifications. The Foundation certification is an entry-level credential, testing basic project management terminology and methodology. On the other hand, the Practitioner certification tests advanced project managers who have already achieved the PRINCE2® Foundation.Accreditation body: Axelos Eligibility criteria: PRINCE2® Foundation Certification: There are no eligibility criteria for the PRINCE2® Foundation Certification Exam. However, it is recommended to possess basic project management knowledge.PRINCE2® Practitioner Certification: To get certified with PRINCE2® Practitioner Certification, applicants must have one of the below-mentioned certifications:PRINCE2® Foundation Project Management Professional (PMP)® Certified Associate in Project Management (CAPM)® IPMA Level A (Certified Projects Director) IPMA Level B (Certified Senior Project Manager) IPMA Level C (Certified Project Manager) IPMA Level D (Certified Project Management Associate)7. PgMP®: Program Management Professional (PgMP)® Certification Training This certification is created and administered by the PMI® and is the next step, after achieving the Project Management Professional (PMP)® Certification. PgMP® is for professionals who coordinate and manage multiple projects aligned with strategic objectives. This includes directing and managing complicated activities that may extend over functions, organizations, cultures, and geographies.With the PgMP® certification, professionals will strengthen their grasp in the six prime focus areas of program management such as Governance, Prioritization, Escalation, Resource Management, Benefits Realization, and Stakeholder Management. Thus, certified PgMP® professionals will be able to encourage teams to integrate and coordinate multiple projects in a better way. Accreditation body: Project Management Institute (PMI)® Eligibility criteria: Either:A four-year degree (Bachelor's or Global equivalent), with at least four years of Project Management experience and four years of Program Management experience.OrA secondary diploma (High school or Global equivalent), with at least four years of Project Management experience and seven years of Program Management experience. Candidates not meeting the above criteria can also consider the Project Management Professional (PMP®) certification. 8. APM™: Associate in Project ManagementThe Associate in Project Management (APM)™ certificate is an entry-level certification in Project Management and is a globally recognized credential. Governed by the Global Association for Quality Management (GAQM)®, the exam covers 50 Multiple Choice Questions out of which the candidate requires to get 70% (35 out of 50 correct) to pass the 60-minute exam. Accreditation body: Global Association for Quality Management (GAQM)® Eligibility criteria:No formal education or experience required. 9. MPM®: Master Project Manager The Master Project Manager certification is issued by the American Academy of Project Management (AAPM)® and is ideal for both project managers and professionals with business and technical responsibilities. Accreditation body: American Academy of Project Management (AAPM)®Eligibility criteria: Three years of project management experience and training. 10. PPM™: Professional in Project ManagementProfessional in Project Management (PPM)™ course is organized by the Global Association for Quality Management (GAQM)®. This is a mid-level certification that consists of project management components showing how to plan, execute, control, and complete projects as well as training to perform better.  Accreditation body: Global Association for Quality Management (GAQM)® Eligibility criteria:Completion of a mandatory E-Course Candidates should have a certain project management experience. ConclusionAlong with the abovementioned project management certifications, it is recommended that professionals apply principles in their current professions, be on the lookout for newer methodologies and upskill regularly.
Rated 4.5/5 based on 0 customer reviews
3031
Top 10 Certifications in Project Management

Whether it is the IT or non-IT industry, a success... Read More

Is PMTQ the new buzzword in the Project Management world?

With an increasing number of technologies and effective tools for project management, the number of projects has skyrocketed in the past few years. Businesses are heavily investing in projects and related resources to increase revenue generation. According to Capterra, on average, businesses are spending anywhere between $1,000 to $10,000 annually (2020), on project management software. However, data from the PMI indicates that almost 12 percent of these business investments were wasted in 2019, owing to poor performance. Reports dating way back from the previous year also indicate that this number has barely budged over the past five years.The fundamental problem of this business loss is rooted in the gradual shift in the way of work that we are presently witnessing. While project management tools are getting iterated almost daily, the project professionals aren’t suitably geared to leverage this new technology. Additionally, only a fraction of business leaders are interested in investing in training and reskilling employees.With this, businesses are at the risk of creating digitally unsustainable environments. In a survey by PwC, 85 percent of respondents commented that artificial intelligence (AI) alone will significantly change the way they do business in the next five years. Close to two-thirds of global CEOs see AI as a bigger disruptor than the internet!  In order to build a capacity to adapt to the constant changes that advancing technologies are bringing, businesses are looking to build/hire professionals with high PMTQ (Project Management Technology Quotient).What is PMTQ?PMTQ (or Technology Quotient) is an agile concept of being able to adapt, manage, and integrate technology on the go, based on business/project needs. The PMI identifies three characteristics that define high PMTQ:1. Always-on curiosity:Looks for new project delivery approaches, new ideas, perspectives, and technologies.Open-minded, but with a skeptic’s approach. Has the ability to integrate the appropriate project delivery practices without chasing after every new digital trend.2. All-inclusive leadership:Leadership shift from people-management to tech-management i.e, assigning the right task to the right people – including robots! This leads to the effective management of newer technologies based on the team’s capabilities.  An advocate of technology3. A future-proof talent poolRecruiting and retaining the right project professionals, with skills most-needed for the digital era. These professionals are not just passionate about new trends and technologies but have the capabilities to adapt and keep up with constant rearrangement of ideas.The leader should be willing to accept that these cutting-edge technologies can be short-lived. They should adapt to these changes on par with tech growth, which is essential for business growth.The rapid growth of technologies creates a new scope for project professionals and businesses. The future of work is demanding businesses to build the flexibility to accommodate broad and varying skills, capabilities, and different project delivery approaches to get the work done. Even the approach to the work has shifted from “job for life” to “portfolio of projects”, for both individuals and businesses. Project managers today are no longer handling the same static responsibilities throughout their career, transitioning the nature of work to multifaceted projects that require new technologies to succeed. Factoring in the new changes, there is an immense demand for individuals and businesses to embrace PMTQ.Cultivating PMTQAs PMI points out, “The real opportunity lies in project leaders/businesses beginning the hard work of developing a PMTQ mindset throughout their organization.” A study has already found the positive effect of cultivating PMTQ within employees. PMTQ innovators were found to waste lesser investment (8.5%) compared to laggards at 16.3%, and also reduce scope creep in projects. Certifications like PMP® and PRINCE 2® further leverage individuals and teams to be digitally enabled.A truly digitally sustainable environment is created when ready-for-anything teams are cultivated, fuelled by the knowledge of their technology, as well as their project management which is exactly the intent of high PMTQ.
Rated 4.5/5 based on 0 customer reviews
2411
Is PMTQ the new buzzword in the Project Management...

With an increasing number of technologies and effe... Read More

Useful links