As a project manager, what techniques do you consider to be the most important for good project management?

Updated on : January 17, 2022 by Aylin Mooney



As a project manager, what techniques do you consider to be the most important for good project management?

It is not about techniques, but about culture and maturity of project management within the specific organization. Personally, I place more importance on processes than techniques, since project management involves many interrelated processes. Focusing on techniques, although advanced, can lead to underestimating the importance of the whole system, which includes processes, procedures, techniques, as well as the training of people.

However, I consider planning techniques to be the most important, combined with the experience of the project manager.

The importance of a comprehensive project pla

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It is not about techniques, but about culture and maturity of project management within the specific organization. Personally, I place more importance on processes than techniques, since project management involves many interrelated processes. Focusing on techniques, although advanced, can lead to underestimating the importance of the whole system, which includes processes, procedures, techniques, as well as the training of people.

However, I consider planning techniques to be the most important, combined with the experience of the project manager.

The importance of comprehensive project planning has been confirmed by numerous studies, particularly those carried out by the CII (Construction Industry Institute) for the construction industry; These studies have shown that investing in planning is a key element in reducing schedule delays and cost overruns, and thus achieving “good” project management. In particular, CII studies refer to so-called “advance planning”, which is planning carried out at a very preliminary stage of the project. Working as a project controls consultant, I have found that too often project planning is not done correctly, increasing project management risks, even on small projects.

Planning is a complex process that requires the contribution of many subjects; Efforts must be coordinated and orchestrated by the project manager, who must have in-depth and articulate knowledge of all project management processes: this is a core competency of a project manager and therefore a central element of effective project management. The project manager must be able to lead and manage the various contributions, therefore he needs a strong understanding of the various techniques used in cost estimating, budgeting, planning and scheduling, quality management, contract and risk management, in order to provide the necessary consistency across the various disciplines.

The competence of the project manager, described above, is therefore a key factor; Experience grows with time and projects executed, but the experience of the project manager is also important, especially in small organizations where the project manager is always a “project engineer”. In these cases, the project manager must have technical competence. However, in my opinion, an engineering background helps the project manager to execute projects in many industrial sectors.

The most important techniques include the following:

  • Good Communication - Good communication will go a long way. Not only will it help remove barriers, but it will also promote a healthy culture of continuous improvement and evolution.
  • Tracking - Tracking the progress of your project is a must, especially if you are working with a remote team. Monitoring the team will help you analyze their performance, identify areas for improvement, and change plans wherever and whenever necessary.
  • Thorough planning - You will lead an entire team, this requires great attention to detail and careful analysis
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The most important techniques include the following:

  • Good Communication - Good communication will go a long way. Not only will it help remove barriers, but it will also promote a healthy culture of continuous improvement and evolution.
  • Tracking - Tracking the progress of your project is a must, especially if you are working with a remote team. Monitoring the team will help you analyze their performance, identify areas for improvement, and change plans wherever and whenever necessary.
  • Thorough planning - You will lead an entire team, this requires great attention to detail and careful analysis of project requirements. Good planning will help you along the way.
  • Exchanging Feedback - Exchanging feedback with your team members will help them improve their performance along the way.

Continual communication, more specifically, listening for the underlying reason.

For change requests, project proposals, or just general updates from stakeholders. I can't describe how many projects I've seen fail, that meetings get bogged down in endless discussions, or projects that completely fail, simply because the project manager took the comments, demands, or requests too literally.

Find out why the request or comment is being made before taking action. Never assume you know the underlying reason. A simple clarification might suffice instead of the 10% increase in scope and rework budgets.

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Continual communication, more specifically, listening for the underlying reason.

For change requests, project proposals, or just general updates from stakeholders. I can't describe how many projects I've seen fail, that meetings get bogged down in endless discussions, or projects that completely fail, simply because the project manager took the comments, demands, or requests too literally.

Find out why the request or comment is being made before taking action. Never assume you know the underlying reason. A simple clarification might be enough instead of the 10% increase in scope and rework budgets and then another 10% rework again to bring it all back because someone didn't get it the first time.

Teams and companies use this project management model to save time, money, and provide the flexibility to make changes. Allows greater flexibility than traditional project management methods.

Faster, smaller. Projects can move faster.

Communication. Teams collaborate and communicate easily to ensure the process runs its course.

Feedback. Teams won't have to wait until delivery and can track the speed of the development process regularly.

Confidence. Agile teams understand objectives and build their path to achieve them.

Control. Agile development gives pr

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Teams and companies use this project management model to save time, money, and provide the flexibility to make changes. Allows greater flexibility than traditional project management methods.

Faster, smaller. Projects can move faster.

Communication. Teams collaborate and communicate easily to ensure the process runs its course.

Feedback. Teams won't have to wait until delivery and can track the speed of the development process regularly.

Confidence. Agile teams understand objectives and build their path to achieve them.

Control. Agile development gives you control of the project as each step of the project is visible to both parties.


Agile project management tools list

Now that you have the basic idea of ​​Agile, let's explore the 5 best Agile project management tools.

ProofHub

ProofHub is a comprehensive and intelligent agile project management methodology used by leading organizations. Teams can share ideas, compile documents, initiate discussions, and move forward effortlessly with this collaborative tool. Plan, organize, collaborate and deliver great things at work. Speed ​​up your business growth with ProofHub. Start using the free trial to manage your team.

Wrike

Effective project management is about making instant changes where needed to save costs and increase revenue. Wrike is ideal for centralizing and connecting multiple projects and increasing the efficiency of your team. It gets a lot of bad rap for its utilitarian interface, but just like with the teamweek tool, setting up your project tasks will be a walk in the park. Although Wrike is up to date with its releases and improvements, its mobile versions lag a bit behind in the process. This can be frustrating if you expect to see changes on your mobile devices at the same time they happen on your desktop.

Smart blade

Smartsheet defines how teams collaborate on projects and tasks, such as managing the operation, tracking marketing campaigns, and planning events. Smartsheet considers various business solutions, including different functions and industries. It unifies cross-functional priorities, has free and open collaboration, and allows you to create teams without limitations.

Active collaboration

Active Collab was designed as a great solution for businesses. With Active Collab you no longer have to keep your customers on the sidelines. You can determine what each user can see and access, keep them informed, and share what is important. It offers project planning, file sharing, time tracking, expense tracking, brainstorming, discussion of important topics, and more.

Asana

Asana is the ultimate cloud-based project and task management tool for planning, organizing, and tracking the progress of tasks. From start to finish, Asana has the functionality your team needs, from dashboards to timelines. For agile project management, Asana tracks releases and iterations, simply projects and executes plans, and communicates with teammates.

I am a retired IT manager - I worked for IBM 10 years, Sun Microsystems for 10 years, the Pentagon for 5 years. I spent 20 years managing the worldwide engineering data delivery center for worldwide manufacturing, with multiple networks, servers, interfaces to contiguous systems, multiple business processes, user interfaces, change and release control and more. .

Software packages come and go, they are provided by a vendor who may be good at customizing your requirements, but you better be a high paying customer or you won't get it.

So here is my answer: the best project management tool is and

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I am a retired IT manager - I worked for IBM 10 years, Sun Microsystems for 10 years, the Pentagon for 5 years. I spent 20 years managing the worldwide engineering data delivery center for worldwide manufacturing, with multiple networks, servers, interfaces to contiguous systems, multiple business processes, user interfaces, change and release control and more. .

Software packages come and go, they are provided by a vendor who may be good at customizing your requirements, but you better be a high paying customer or you won't get it.

So here's my answer: the best project management tool is your brain, a sheet of paper, and a pen. At the beginning of a project, write three of these things:

What is your deliverable? A good example of a necessary detail is "A car." So SUV, sedan? Sports model? Engine size, transmission, suspension, 4-wheel, 3-wheel, computer chip for what functions, colors, fuel range, fuel type, what are your requirements?

When is your delivery date?

What is standing in your way? What are your problems?

What priority does each of the topics have?

Who is fixing them?

All your decisions will be based on these, no matter what "tool" you use.

If you don't know the answer to all those questions in detail, you don't have a project, so go find them.

Can't describe the deliverable in detail? Go clarify requirements.

Not sure you can commit to a delivery date? Answer all other questions in detail and you will know the answer to this one.

The issues span a lot of ground: money, enough people, communication with the team, the customer, and the vendors.

There is no point in paying for a complex software tool until you know the answers to these questions, because then you will put that information into the tool and hope it works for what you need. In my experience, it was easier to create my own monitoring and status tools, and put my money into a good team for development, testing, and user interface expenses.

KISS is still golden; Keep it simple and stupid

All PMs must interact with professionals and clients as they brief each other. Project Manager is a title awarded to those who practice Project Management. Project management can be applied to all disciplines. A large segment of project managers works in the construction field, building roads, buildings, etc. that dot the world we live in. Being a PM in a particular field implies that the PM knows both the field in which he is employed and the skills of professional project management. The basic tools used to manage projects can be applied to almost all projects, but the specific tools

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All PMs must interact with professionals and clients as they brief each other. Project Manager is a title awarded to those who practice Project Management. Project management can be applied to all disciplines. A large segment of project managers works in the construction field, building roads, buildings, etc. that dot the world we live in. Being a PM in a particular field implies that the PM knows both the field in which he is employed and the skills of professional project management. The basic tools used to manage projects can be applied to almost any project, but the specific tools lend themselves to particular industries.

The construction of houses, for example, will almost always follow a very similar ground plan, regardless of the architecture. Service lines must be laid; the foundation must be poured; lattice walls must be framed; it is necessary to route the electrical installation and plumbing; roofing placed; hanging on the dry wall; finished walls / ceilings; etc. These plans are well known because each task must be completed in a specific order. If you finish the walls but forgot to route the pipe, you did it wrong. A construction PM becomes a master at applying the same plan to multiple houses at once, applying resources to one house before moving workers to the next house.

A similar methodology can be applied to roads and many other projects. IT project managers, like their construction counterparts, must have specific technical systems knowledge. I am an intern in this field and I have the title of IT Project Manager. I gained my technical experience through years of work in the computer industry; providing technical support, managing servers, building networks, obtaining an MCSE, building databases, designing software, etc. I was the "alpha-geek" for a small business and had to find out if I didn't already know. The key here is that I understand the industry. Then I apply project management to my industry. I like this position as I am constantly challenged to keep up with technology enough to make sure my teams answer the right questions and complete projects in the most efficient and practical way. Unlike construction, each project is different. Because my organization has a large IT staff, I am rarely asked to do actual technical work, but I need to know enough to make sure it has been properly tested and confirmed before moving to productive use. I have to supervise programmers, database administrators, desk personnel, system engineers and architects, server administrators, security administrators, network engineers, SMB vendors, functional business managers, all while keeping interested directors informed about the projects they are paying for. The work is less repetitive and I find the challenges exciting. each project is different. Because my organization has a large IT staff, I am rarely asked to do actual technical work, but I need to know enough to make sure it has been properly tested and confirmed before moving to productive use. I have to oversee programmers, database administrators, desk personnel, system engineers and architects, server administrators, security administrators, network engineers, SMB vendors, functional business managers, all while maintaining directors Stakeholders informed about the projects they are paying for. The work is less repetitive and I find the challenges exciting. each project is different. Because my organization has a large IT staff, I am rarely asked to do actual technical work, but I need to know enough to make sure it has been properly tested and confirmed before moving to productive use. I have to oversee programmers, database administrators, desk personnel, system engineers and architects, server administrators, security administrators, network engineers, SMB vendors, functional business managers, all while maintaining directors Stakeholders informed about the projects they are paying for. The work is less repetitive and I find the challenges exciting. I have to supervise the programmers, database administrators, desk staff, system engineers and architects, server administrators, security administrators, network engineers, SMB vendors, functional business managers, all while keeping interested managers informed about projects for which they are paying. The work is less repetitive and I find the challenges exciting. I have to oversee programmers, database administrators, desk personnel, system engineers and architects, server administrators, security administrators, network engineers, SMB vendors, functional business managers, all while maintaining directors Stakeholders informed about the projects they are paying for.

I don't see any difference between the titles "Technical PM" and "IT PM".

The key to being successful as a PM is knowing your industry and mastering project management. I would not assume that I would be successful in construction because I have little experience there. Similarly, I would never assume that a construction PM would be successful in my industry. We can use the same tools, but our industries are very different.

Be an expert in a field. Then become a PM in that field.

<< did not write this question.
Plan. Do. Check. Act. or said
Plan in another way. Run. Test. Implement.
The most important quality of a good project manager is that he is driven to push the project forward. Demand activity. Require progress.

Many project managers are excellent at planning. Business cases. Project letters. Work breakdown structures. But when it comes to executing the plan, they sit back and expect team members to work alone. It never works.

Constant supervision. Requires regular updates. Solving. Solving. Resolving all the incidents that appear in the

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<< did not write this question.
Plan. Do. Check. Act. or said
Plan in another way. Run. Test. Implement.
The most important quality of a good project manager is that he is driven to push the project forward. Demand activity. Require progress.

Many project managers are excellent at planning. Business cases. Project letters. Work breakdown structures. But when it comes to executing the plan, they sit back and expect team members to work alone. It never works.

Constant supervision. Requires regular updates. Solving. Solving. Solving all the incidents presented by the team. The level of participation required may seem strange. Team member: "I have not received a response from X." "Did you call him again?", "Will you call him again?", "Do you want me to call him again?" Eliminate excuses. Force team members to work with each other. Focus on the project deliverables. Relentlessly stop project growth.

Additionally, a good project manager is the liaison with the company and top IT executives. Some of these will be determined to directly interfere with team members and the project itself. The PM's job is to communicate effectively with them, while keeping them out of the daily activities of the project.
Know where everyone is and what everyone is doing, so that any request for information is fulfilled with the facts.

Expect everything to take longer than estimated, but work hard to keep people on schedule. Manage all the different egos. Be understanding and understanding with some, kick butt and shake off the complacency of others.

For the PM, the project is all that is happening. Fight against all the other distractions that will occur, especially for the priorities of the team members. Handle all political problems yourself. Stay away from the technical aspect. A project manager trying to be a developer or a tester is doing the wrong job.

Work with people. Be endlessly patient with problems. Everyone will scream and scream and cry with you. You will be calm and reasoned with everyone.

Do. Be involved. Be responsible. Don't blame anyone for anything. Fix it up.

Complete the project. The running joke is that the project is always 95% complete but never finished. Finish it. Close it. Hand it over to operations. Start the next one. If the project is phase two, so be it. Phase one is over and you never come back.
Work the problem. Keep everyone involved. Manage the project.

And now the cliches.
A good project manager will be equally hated by everyone at the end of a project.
Focus on good enough. No project will be perfect.
80/20. A project that produces 80% of the promised functionality is a complete success.
80/20. 20% of the project team will produce 80% of the work. Focus on them to get things done.
80/20. 80% of the cost will be salary / contracts. Resources (people) will always be the most expensive part of the project. The enemy is time, not infrastructure.
People who think they know everything are especially annoying to those of us who do. Work with them, but make your own decisions. You are the expert; the expert in getting things done.
Analysis paralysis - Production, Production, Production. The entire team, stakeholders and executives will be delighted with more study - don't let that stop you.
Getting it wrong quickly is at least better than getting it wrong slowly (Ashleigh Brilliant)
It's nice to think that you can get it right the first time, IF it doesn't take long. It may take longer to fix it than to get it right, but it will take longer if you wait until everything is perfect.
Scope creep. Everyone will try to add things to your project - team members and stakeholders. You can't say no to everything, but try anyway

Quick Answer: No, you don't need an MBA to be a Project Manager (PM). Its only rating for PM is that it can fog up a mirror. Every human being who lives and breathes manages projects. Your mom manages projects. The hard question is: Will YOU be a good project manager?

The transition from developer to PM is huge. You can no longer feel stomach pain from driving. You are. You no longer focus on your own private development world. As a developer, you are concerned about how well your module will integrate into the software. As a PM, you are concerned about how well the software will fit the business objective.

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Quick Answer: No, you don't need an MBA to be a Project Manager (PM). Its only rating for PM is that it can fog up a mirror. Every human being who lives and breathes manages projects. Your mom manages projects. The hard question is: Will YOU be a good project manager?

The transition from developer to PM is huge. You can no longer feel stomach pain from driving. You are. You no longer focus on your own private development world. As a developer, you are concerned about how well your module will integrate into the software. As a PM, you are concerned about how well the software will fit your business goals. Will the company get the most out of the software, as planned? If your only concern is meeting scope, time and cost, the project may still fail, because your project is being created to meet a business need, is that need still valid? Is top management still on board with the motive for your project, and once it's finished, do they plan to implement it and actually use it? Many times the answer is no. You need to discover this kind of knowledge ... and more. Much more.

There is a lot involved in being a good PM. I've seen and read some fantastic project managers with no degrees, no certifications, no nothing. They seem to come programmed with innate knowledge and acumen to lead projects, I guess. I read uncertified people who speak ill of certification or education. I don't know, some people just have those natural things ... I guess.

For me, I ran projects before I realized PMP certification, and after my boss asked me to get certified, to this day I am amazed at how many valuable PM tools and knowledge out there! I look back at my ad-hoc attempts, and realize that I made some correct decisions back then, but afterwards, I couldn't explain why they worked, or in the next project, be able to replicate them with any degree of consistency. I am 100% to be certified as a PMP.

To manage a large number of projects, you will need:

  • multi-project management tool (of course)
  • hierarchical organization of projects (with project subprojects)
  • data consolidation to projects and hierarchies
  • good enablement control at project level
  • Efficient application (that won't slow down with thousands of projects)
  • possibility to archive old projects

PROJEQTOR will give you all of these:

  • multiproject
  • each project can be a subproject of another project, and the subproject can have a subproject, no limit in the WBS structure
  • all data is linked to a project and work, costs and duration
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To manage a large number of projects, you will need:

  • multi-project management tool (of course)
  • hierarchical organization of projects (with project subprojects)
  • data consolidation to projects and hierarchies
  • good enablement control at project level
  • Efficient application (that won't slow down with thousands of projects)
  • possibility to archive old projects

PROJEQTOR will give you all of these:

  • multiproject
  • each project can be a subproject of another project, and the subproject can have a subproject, no limit in the WBS structure
  • all data is linked to a project and job, costs and durations are consolidated up to projects and up to most projects
  • The authorizations are controlled at the project level with profiles: each user can have a different profile in each project, so they can be Project Leader in some projects and guest in others.
  • PROJEQTOR is very efficient, capable of displaying a list of thousands of tasks.
  • each item (activities, milestones, project) has a 'idle' status, which sets the items to 'file' mode

And PROJEQTOR is much more complicated than this, since it is one of the most complete project management tools, it not only focuses on tasks or planning, but also includes risks, meetings, all elements of direction, tests, requirements , finance.

All this for free: PROJEQTOR is implemented under the open source license AGPL V3.

Project management is all about change. In most organizations, 90% of the staff try to keep things running smoothly as they are. They don't have the skills to manage change because they don't need them. Sometimes, however, an organization needs to change. That's where project management (and project managers) come in.

To understand this, let's do a thought experiment. Imagine that you are the CEO of a widget manufacturing company, WidgetsRUs. Almost everyone in the company spends their time making sure you can sustainably make widgets and sell them for a profit. The widgets machine wizard ma

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Project management is all about change. In most organizations, 90% of the staff try to keep things running smoothly as they are. They don't have the skills to manage change because they don't need them. Sometimes, however, an organization needs to change. That's where project management (and project managers) come in.

To understand this, let's do a thought experiment. Imagine that you are the CEO of a widget manufacturing company, WidgetsRUs. Almost everyone in the company spends their time making sure you can sustainably make widgets and sell them for a profit. The widget machine wizard makes sure the machine keeps running, the widget machine team leader makes sure all the widget wizards arrive on time and stay focused on the task of taking care of the widget machine widgets. Buyers ensure that there is a constant flow of raw materials entering the factory so that the widget machine does not sit idle. HR

One day he returns from Widget Maker Expo with disturbing news: there is a new widget-making machine on the market that will produce widgets at twice the rate of your current machine, but at half the cost. The widget making industry was full of news and it is clear to you that if the WidgetsRU don't invest in the new machine, the competition will kill you.

What you need to do is purchase and install the new machine, make sure all attendees are trained to use the new machine, update the purchasing procedures so that the correct quantities of the new raw materials are ordered at the right time, start use the new machine and finally dismantle the old machine, all without disappointing any of your current customers.

This is what you need Project Management for. All these tasks are specific, that few, if there is anyone in the organization, will have done before. You will need to figure out who is going to do what, when, and how to follow up to ensure a smooth transition from the old machine to the new one. There will be a lot of things to do that you haven't thought about, and a lot of things will happen that no one has foreseen. Fortunately, there are people who have the skills to do this kind of thing: project managers.

Being a project manager is not easy. Many crowds can arise in daily project management and so many complicated tasks that you have to manage as a project manager. So here are some top tips for every project manager to keep in mind.

1. Be decisive:

Project managers must make a million different decisions every day. Therefore, this must be a natural process built over time and experience. Being a holistic thinker and taking a 360 inventory of things at hand is a must. Impulsive decision making would be counterproductive and detrimental to the success of the project.

2. Take owners

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Being a project manager is not easy. Many crowds can arise in daily project management and so many complicated tasks that you have to manage as a project manager. So here are some top tips for every project manager to keep in mind.

1. Be decisive:

Project managers must make a million different decisions every day. Therefore, this must be a natural process built over time and experience. Being a holistic thinker and taking a 360 inventory of things at hand is a must. Impulsive decision making would be counterproductive and detrimental to the success of the project.

2. Take possession:

Leading from the front is the most sought-after quality for a leadership role as a project and portfolio manager. It is more about responsibility than authority. Being responsible for any failures, the ability to accept and recover quickly will keep you in good stead. Don't hide behind scapegoats and blame the art of the game.

3. Rate your team members:

Be respectful in all engagement with your stakeholders across the board. Understand each of your specific communication and information needs to successfully manage expectations. Set the right expectations at all levels of engagement with timelines, efforts, progress, and results to avoid unfortunate surprises.

4. Offer clarity and transparency

As project leaders, your highest priority is making sure the team understands the project's goals and scope. At the same time, make sure the team is aligned with the customer's expectations and that both parties are in full agreement. Points that are not met must be discussed proactively and transparently.

5. Enable collaboration:

Real-time collaboration between your team members is the most important thing to the success of the project. Help your team solve problems faster, get lightning-fast answers, avoid delays, and deliver even faster. More importantly, ideation enables innovation; a motivated workforce with rising productivity levels. All of these are essential ingredients to keep the project going and being profitable.

6. Be a tech savvy

Understanding technology is essential and a great advantage. You cannot execute projects unless you are good at working with media as required by the team and the client. be it a project management tool, a collaboration tool or the technology used for project delivery. The ability to have conversations in a language understood by your developer team, QA team, or support team will vary from that of your customer. Preparing this common ground and acting as a solid conduit will be a significant advantage.

I hope this helps.

As a project manager, never think that it is your job to solve the problem. Your job is to let _other_ solve the problem.

You can do this as follows:

  • Help people working on the project to integrate into a real team
  • Make sure everyone is directly connected to the purpose of the job.
  • Make sure everyone knows the constraints within which the solution must be achieved (budget, schedule, dependencies, quality, etc.)
  • Provide visibility of progress for everyone (team, stakeholders, etc.)
  • Challenge people to think creatively to solve the problem. Help them avoid the brute force approach (just allow t
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As a project manager, never think that it is your job to solve the problem. Your job is to let _other_ solve the problem.

You can do this as follows:

  • Help people working on the project to integrate into a real team
  • Make sure everyone is directly connected to the purpose of the job.
  • Make sure everyone knows the constraints within which the solution must be achieved (budget, schedule, dependencies, quality, etc.)
  • Provide visibility of progress for everyone (team, stakeholders, etc.)
  • Challenge people to think creatively to solve the problem. Help them avoid the brute force approach (only let them fall back on it when smart options have been exhausted)
  • Make sure everyone has the right tools to do their job. Ask them what the right tools are.
  • Make sure people focus on the action and document only what is needed (but don't let them document too little)
  • Make sure the appropriate legal and contractual restrictions (change management, reporting, etc.) are known and adhered to.
  • Do as little as possible so that you have time to observe what is happening and think. Help others to do all they can.
  • Help everyone feel that their work is valuable and necessary to achieve the goal.
  • Don't do other people's work or think for them (although you can think _with_ them).

Hmm ... Sorry for the long post.

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