It’s hard watching someone make mistakes, especially if you already know how to avoid them.
Staying silent while they slip up (or even do things in ways you would not) is harder.
That doesn’t mean you have an excuse to micromanage them.
Micromanagement is the ultimate controlling management style. It’s demoralizing and counter-intuitive, as the desire for control to make sure everything goes to plan only creates more problems in the long-term.
Project proposals are how you can get management to act on your ideas. They’re the bottom-up version of a project request form.
Writing a project proposal isn’t rocket science, but it is a lot harder if you don’t have something like a template to give you a head start.
Using a template for your proposals gives you a document which you can reference throughout the entire project. It’s a great example of effective business process management – the proposal acts as a banner that your whole team can rally around to ensure you’re all working towards the same goal.
So, in this Process Street post, I’ll go through how to create a project proposal, that gets approved, by going through the following topics:
When I started this post for Process Street, it suddenly occurred to me exactly how much of my time is spent on the concept of “teams” – writing about them, talking about them, thinking about them, participating in them.
Teams have taken over my life. It was only a matter of time before I ran into “teaming.”
Teaming was coined and developed by Professor Amy Edmondson, who also has the rather distinguished achievement of founding the MIT Leadership Center.
Obviously, she’s a very qualified person who knows what she’s talking about, but when has that ever stopped my skepticism before? 🙃
I’m kidding. Teaming is an idea purpose-built for the contemporary tech-centric, remote office, pivot on a dime work environment. This post will explain what it is, how it’s been used, and how Process Street makes it easy for anyone to adopt.
If that sounds a little vague, let’s get specific. 27% of those surveyed experienced challenges with their project stakeholders (i.e. people), while 24% encountered challenges with budgets and deadlines (you guessed it, project).
Thinking about this within the context of a marketing project, it’s easy to get distracted by those project-related concerns, wondering: “How do I deliver this on time and on budget?”
Well, here’s the thing… In my experience, you’re asking yourself the wrong question.
When it comes to marketing, don’t focus solely on the “how”; make sure you look at the “who”, too.
There’s a people problem to overcome. Ask who you should use to help deliver your marketing project on time and on budget; a solo marketing consultant, or a full-blown marketing agency? To answer that, you need to understand how they differ from one another, and the scenarios in which to use them.
In this Process Street post, we help you do just that. Here we explore:
This is a guest post by Elizabeth Harrin, who runs the GirlsGuideToPM blog. She’s an author and mentor who loves demystifying project management, cats, and growing vegetables.
Your boss hands you a new project to run and mentions that some people are already lined up to help get it done. Great, you think. So, you call the first one on the list, but they don’t really know anything about the project, beyond the fact they’ve been ‘volunteered’ by their team leader.
This is where you switch into onboarding mode.
As a project manager, one of the first things to do is get the project team together. You need to build a team that has a common goal and that knows how the work is going to get done. That doesn’t happen overnight but you can certainly influence the speed (and willingness) of people to get involved with your project if you introduce them to the work in a structured way.
In this article, I’ll share my top tips for onboarding new people to a project team. I’ll also draw on the experience of other practicing project managers who have shared their stories so you can quickly get your projects off the ground with a team that knows what to do. To jump to a specific section click the link below.
“A good plan violently executed now is better than a perfect plan next week.” – George Patton
“Once I have X, I can do Y.”
This phrase is the defining characteristic of the toolbox fallacy: thinking you can’t do something until you have the right tool.
The toolbox fallacy is self-deception disguised as excuses or a lack of “tools”. The issue with these tools is that you believe that you need them and thus, can’t (or won’t) start a project without them.
“As soon as my Apple Watch arrives, I’ll start training for the 5K.”
The problem is when X arrives, do you crack on and get started with the Y? Often times, it’s too easy to continue down the slippery slope of toolbox logic.
“My Apple Watch arrived, but now I need a coaching app – which I am yet to have downloaded.”
So, how do you overcome the toolbox fallacy? Simple: You default to action. In other words, you get the ball rolling – whether you have all the tools you think you need or not.
Project management requires a wide spectrum of skills, organizational abilities, and attention to detail to make sure everything moves forward according to plan. A good project manager is able to keep all the plates spinning in sync while making it appear effortless at the same time.
You’ve given us rubber flavored cookies, phones that go up in smoke, and exploding car airbags (we’ll get to all of that later).
Last year, 337 food products passed through stringent quality management procedures and went to market with major issues. So major, in fact, that each and every one of those products had to be recalled. This cost the US economy over $7 million.
But, the cost of poor quality management surrounding the production of food is only a tiny part of the picture:
Because, contrary to what most organizations think, there is more to quality management than simply making a good product. You need to know how you’re going to make it good and how you’re going to make sure it remains good.
In other words, you need a plan. A quality management plan to be exact.
The reasons for this will become even clearer as we make our way through this Process Street post and discuss:
It might not be ideal, but it’s a harsh reality that every team has to face; whether temporarily or permanently, your colleagues aren’t always able to make it into work.
We, here at Process Street, have had more than our share of project delays (and even failures) due to a low bus factor, which is why this post has been written. Today, you’ll learn how to identify risky projects by using the bus factor, and how to mitigate those issues as quickly (and cheaply) as possible.
Studies show that moving towards a leaner business model can improve productivity by up to 25%, increase stock turnover by 33%, and increase on-time delivery by 26%.
The recognized benefits of being lean are only accumulating, with more and more studies advocating lean approaches in business for both economical and sustainable success.
However, some companies choose not to embrace lean philosophy through fear that the costs related outweigh the benefits gained. With this, we at Process Street have come to help.
You see, this fear has oozed from imperfect implementation and a misunderstanding. With the right lean tools and techniques, lean thinking can easily and successfully be applied.
In this article, we present you with our top 8 lean tools to assist you in implementing lean philosophy for your business or line of work. By using these tools, you will see a transformation, with maximal value and minimal waste.
Along with these tools, we grant you access to our template resources, which you can hop in and use right away for free.
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