Project Management: How to Empower Your Teams to Be More Productive by NetCom Learning

Project Management: How to Empower Your Teams to Be More Productive

Soumik Das NetCom Learning

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AGENDA How to increase your teamâ&#x20AC;&#x2122;s productivity Understand the difference between Project Leadership and Project Management How to manage efforts between teams and departments Best techniques for aligning the management of resources and projects

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HOW TO INCREASE YOUR TEAM’S PRODUCTIVITY •

Set Clear Goals from the Get-Go: Nothing harms productivity more than having to define your goal as you work. It’s a fact—the clearer your goal is, the easier it is to work towards.

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Give Feedback: Feedback leads to improvement which in turn leads to increased productivity. People learn from mistakes. Feedback can help colleagues learn from their oversights and take pride in what they’ve done well.

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Reward Good Work: Rewarding work, like giving feedback, is a great incentive for increased productivity. Rewards for outstanding work are a great incentive to motivate and increase productivity—but be careful!

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Use the Right Technology for the Best Results: Give your employees a productivity advantage through technology. Productivity has the potential to skyrocket when the correct technology is employed.

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•

Encourage Everyone to Move Out of Their Comfort Zone: Taking risks can be beneficial for the company so ambitious attitudes should be rewarded. Challenge your team to set their own demanding targets so they are aware of their important role within the organization.

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Let Your Employees Take Charge of Their Own Work: Allowing your team to run its own schedule within reason encourages more professional freedom. With more professional freedom, employees feel less constrained and can help themselves be more productive by tracking how much time they are spending on each task, deciding on which part of the project needs the most attention and where the most time should be devoted.

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Have an Emphasis on Training: Providing unrivalled training for your employees equips them with the tools to tackle each task to the best of their ability, for the benefit of your company.

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THE DIFFERENCE BETWEEN PROJECT LEADERSHIP AND PROJECT MANAGEMENT As project management expert Jim Highsmith wrote in his book Agile Leaders, “most projects are over-managed and under-led.”

A project manager is responsible for: •

Implementing product strategy, including product improvement, feature prioritization, costing, and release

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Setting deadlines and ensuring that projects remain on schedule

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Tracking sprint deliverables and providing updates to relevant stakeholders

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Ensuring the project is sticking to the agreed-upon budget

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Managing every moving part in relation to milestones, including schedules, documentation, staffing and, sometimes, HR concerns

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While a project leader is responsible for: •

Communicating with team members, including relaying briefs, connecting daily tasks to larger goals, and providing context and support

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Ensuring the team remains focused and on track, including addressing any conflicts or bottlenecks

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Creating a vision around the project to provide team members with a sense of purpose and motivation

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Offering less tangible and more emotional support to help a team stay focused on the ultimate goal

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Fostering a workplace atmosphere that helps bring out the best in his or her team

While there are undeniable similarities between the two roles, the clear main difference is that a project leader has more focus on the people rather than the more technical aspects of a given project. © 1998-2020 NetCom Learning

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BEST TECHNIQUES FOR ALIGNING THE MANAGEMENT OF RESOURCES AND PROJECTS •

Understand which resources are in short supply and focus on them: Focus on constrained resources, and plan around their availability, to help avoid bottlenecks and unnecessary delays.

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Agree on a common approach to prioritizing work across shared resources: Create an agreed-upon scoring/evaluation process in advance to help facilitate objective decision making. Keep in mind that overcommitting people can lead to quality problems and a reduction in overall throughput.

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Embrace different ways of working across the organization and resources: This will enable your organization to plan, manage, and deliver work – utilizing a range of methodologies such as traditional or milestone-driven, iterative, Agile, and even collaborative work.

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Manage work and resources uses a blend of granularities: Planning work is often the most granular, while time reporting may be elevated to simplify the reporting process of those tracking time, which leads to a greater level of accuracy. When assigning resources to work, long-term assignments often work best at the high-levels while near-term assignments tend to be well understood allowing for more detailed planning

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•

Account for non-project time: Ensure that administrative time, paid time off, etc. are accounted for when planning in both the long and short terms. Don’t forget about unexpected project activities; be sure to provide a mechanism to capture this time – otherwise you will lose visibility to this reduction of capacity.

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Avoid or limit multi-tasking: Multi-tasking sounds efficient, but often results in lower overall productivity. Try to limit the number of parallel tasks and your resources will perform better.

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Keep your most valuable assets and resources productive and happy: Last but certainly not least, take care of your resources because turnover causes a tremendous loss in productivity/capacity. Offer training programs and don’t over-utilize to reduce burnout.

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RECORDED WEBINAR VIDEO To watch the recorded webinar video for live demos, please access the link: http://tiny.cc/4g0zsz

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