Categories
Project Management

Resources for Remote Work (March 2020)

We’re living in extraordinary times, and many people will be
working from home for the first time.

Trust me, working from home is great. But it is a shift in
mentality. And we’re all in this together.

I decided it would be OK to share some free and paid resources
that you might find useful to help you keep your projects and teams
moving forward, wherever you find yourself based over the coming
weeks.

Mike Clayton has drafted a 7 step response plan for project
managers*
to prepare your projects and teams. “Hope is not a
strategy,” he writes.

Zoom* is one of
the online tools I use for meetings. They have a basic plan that
gives you 40 minute meetings for free (or unlimited time if it’s
just two of you on the call).

They’ve removed that restriction for schools in certain
countries, so if you are part of the education community, check out
if that applies to you
. They are limiting people joining Zoom
calls by phone though, so this is a free option that will work best
if everyone on the team has speakers and a microphone built into
their computer.

If Zoom isn’t your thing, then there’s a list of software firms offering free or
lower cost options here
, or upgrades. So if you want to check
out Microsoft Teams or another conference call tool I like
(Vectera), then see what you could be using to help your teams
switch to remote working.

I’ve made my project management bingo cards free so you can
share those with your team and play on your conference calls.

Get them here
.

I’m dealing with health worry by keeping busy with work and
also playing iPad games, because that gives me screen time but
keeps me off Twitter. I’m currently working through the Bridge to
Another World adventure game series. I’ve also started to write a
list of things I’ve managed to get done to move my projects
forward and also to prepare for lock down, if it happens for
us.

For example, I’ve bought Easter cards even though I don’t
normally send them, as it’s unlikely we’ll be seeing anyone
over Easter. As a project manager, I’m task-orientated, and being
able to see that I’m actually doing something is helping.
Look ahead. Plan. You’re good at that.

I’ve signed up for some online training (to do with blogging,
not project management). If you think you might have extra time at
home, could you spend it learning something? I’ve got a couple of
webinar recordings you
can watch here
. There are over 170 free webinars to watch on
projectmanagement.com (some more
interesting than others).

elizabeth at desk

Also, PMI have extended the deadline for the current Project
Management Professional (PMP®) exam until the end of December
(with the new exam being available from January, not July 2020). So
perhaps it’s the right time for you to be doing some practice exam
questions*
to keep your skills up until you get to a testing
centre?

I’ve updated a couple of articles on working virtually. Read

4 easy tips for better virtual meetings
, and tips from Nancy
Settle-Murphy’s book
Leading Effective Virtual Teams
.

Also, I don’t typically promote my 1:1 mentoring support
services for project managers, as my slots are normally filled
through word-of-mouth recommendations and current clients.

But in light of everything that’s going on, and people
contacting me to ask about it, I’ll do my best to open up
additional times. You can check
out my diary to find a slot here
).

Look after yourself and your project teams.

* These links are to affiliate partners, meaning if you click
them and then go on to buy something from that website, I may make
a small commission at no cost to you, which goes towards continuing
to provide a ton of free resources for the project management
community. They are products I use myself and definitely recommend.
Thanks for your support!

Pin for later reading:

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Resources for Remote Work (March 2020)
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Girl's Guide to Project
Management
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Categories
Project Management

Great leaders rise during a crisis

"When life gives you lemons, make
lemonade.” Elbert Hubba

​As COVID-19 has put most of the Western world in lockdown,
managers, leaders and their teams are finding themselves with a
plethora of new challenges. People have to quickly adapt to working
from home, protect the physical and emotional well-being of
themselves and others, revamp businesses to better serve the public
and simply staying afloat.

Picture

When a crisis hits it’s easy to feel overwhelmed, to let our
emotions run away with us and to get distracted by the many threats
and limitations we face. And whereas our physical safety will
always come first we have to be determined to not let fear dominate
us. Out of crises and extreme threats can emerge incredible
opportunities for individuals, organisations and for society as a
whole. As we navigate our way through uncertainty, we must seek not
just to overcome the crisis, but to learn and grow from it – and
that’s exactly what good leaders help us do.
Leaders always put people first
John Maxwell,
author of 21 Irrefutable Laws of Leadership says that during a
crisis, real leaders rise and become visible. They show up with
openness, honesty and clarity and they always put people first.
They ask What is best for the people? How can I lift them up? How
can I serve and help them get through the crisis and get better
from it?
With a solid focus on people, good leaders rise above the
circumstances and see into the future. Their ability to manage
their emotions helps them to stay focused and become ambassadors of
hope. The key is to keep fear at bay and to not get emotionally
caught up in the crisis. But how can the leader give hope to others
and show up with clarity when things are so uncertain? In spite of
not having all the answers and not knowing when the crisis will be
over, leaders can convey that this too shall pass. They also put
a great deal of effort into clearly communicating why they’re
making the decisions they are. Being clear, honest and authentic is
often more important than the decision itself.
Together we will find a way through
Maxwell
says that during a crisis people want authenticity more than they
want perfection. The leader needs to always tell the truth and stay
close to people. And it takes a great deal of courage to tell the
truth and admit to not having all the answers. The crisis is an
opportunity to set clear priorities, to leverage the team and to
convey that together we will find a way through. That’s what hope
is. Hope is saying that together we can make things better. It’s
not the same as optimism, which is simply the belief that things
will get better. It takes no courage to be an optimist but it takes
great courage to have hope.
During a crisis, great leaders stand out by inspiring people to
develop the right perspective. They help people focus on what
they can do and let go of what they cannot control. We cannot
control the external events of a crisis but we cancontrol our
choices and our responses. As Maxwell reminds us: When life
gives you lemons, make lemonade! It’s about getting the best
out of the situation and using our creativity to solve new
problems, to serve and to build wherever we can. This may be the
time to review existing practices, to forge new relationships, to
adapt and to innovate. Take this opportunity to put people first
and to send a message of hope. Together we can overcome this crisis
and we can make things better.

If you liked this post, you may also like:

10 Tips for Handling Conflict


The secret to authentic leadership on projects


Every interaction with your team is an opportunity
to increase the connection


Become a better communicator with DISC profiling


What are the differences between management and leadership?


​Project leadership: Challenge the status quo

Categories
Project Management

Get Your Projects Fit with The Lazy Project Manager

Peter TaylorThis interview was first
published in 2014.

I am not fit. Since having my two boys I am heavier than I have
ever been, except while pregnant.

My only exercise is balancing in small spaces while standing on
the train to work. I fuel getting up for the night feeds with
cereal bars and chocolate croissants.

Luckily, my projects are healthier than I am. All projects
benefit from a health check now and again. Peter Taylor, the Lazy
Project Manager, has just written a book about it, Get Fit with The
Lazy Project Manager.

I spoke to him about how to make sure our projects are as
healthy as possible and don’t become the ‘ex-projects’ of
tomorrow.

Peter, how does the Lazy Project Manager get
fit?

Well, not through excessive physical activity in my case,
although there is nothing wrong with that at all of course.

The new book is a look at the reason, the value, the process and
the opportunities to assess the ‘health’ of your projects in
order to sleep easier at night, safe in the knowledge of inevitable
project success (and I am using the word ‘inevitable’ with the
common meaning of ‘more likely than before’ you
understand).

My inspiration for this book comes from many sources and many
experiences of doing the right thing and running a ‘health
check’, a ‘lessons learned’, a ‘retrospective’ etc and
also from seeing the real consequences of submitting to all of
those pressures out there in project management land that we all
face, and not doing the right thing.

So in fact this is the ‘productive lazy’ thing to do, work
smarter (in the short term by running a health check) and not
harder (in the long term by letting project issues grow).

What’s the point of a health check?

It doesn’t matter where you are in the project lifecycle, even
if you are nursing a wicked hangover from the post-project live
celebratory party, there is always benefit and opportunity to do
some sort of ‘health’ check and learn something of value.

Perhaps not for this project but certainly for the next one, and
the one after that, and so on.

Peter Taylor quote

OK, so perhaps we should start with a clear
understanding of the terminology. Tell me what you mean by health
check.

There is often a lot of confusion with regards to the three,
incorrectly interchangeably used terms – Audit, Health check and
Post-mortem.

I was even astonished to hear someone once talk about going
‘agile’ with their companies post-mortems – really!

Agile – Quick and well-coordinated in movement; marked by an
ability to think quickly; mentally acute or aware combined with
Post-Mortem; occurring after death.

For clarity and intelligent application here are the dictionary
definitions:

  • Health check: A thorough physical examination; includes a
    variety of tests depending on the age and sex and health of the
    person.
  • Audit: An official examination and verification of accounts and
    records, especially of financial accounts, a report or statement
    reflecting an audit; a final statement of account or the inspection
    or examination of a building or other facility to evaluate or
    improve its appropriateness, safety, efficiency, or the like.
  • Post-mortem: Occurring or done after death, of or relating to a
    medical examination of a dead body (also autopsy). For further
    clarity and greater intelligent application think of it like this:
    When was the last time a person survived multiple autopsies?

Therefore a ‘health check’ for a project is an opportunity
to assess likely success or outcome and take actions to improve
that prognosis for the good of the project and the business.

Peter Taylor

OK, so what was the inspiration behind writing a whole
book about it?

My inspiration for this book comes from many sources and many
experiences of doing the right thing and running a ‘health
check’, a ‘lessons learned’, a ‘retrospective’ etc and
also from seeing the real consequences of submitting to all of
those pressures out there in project management land that we all
face, and not doing the right thing.

So in fact this is the ‘productive lazy’ thing to do, work
smarter (in the short term by running a health check) and not
harder (in the long term by letting project issues grow).

That sounds like the same overarching philosophy as I
wrote about in my book, Customer-Centric Project Management. In
that, the project manager creates continuous dialogue with the
stakeholders to avoid the same problems and not let issues
fester.

Does the project manager do the health check
to?

Ideally a health check is run by someone external, but
sympathetic, to the project – for objectivity.

There are tools that can be used and these are OK but the
downside to them I have found is that they highlight the negative
but don’t praise the positive.

The act of reviewing a peer’s project is one that requires
tact, understanding, and strength of belief as well – not
something a tool does.

The PMO, if you have one, can be an ideal source of facilitators
who have the rights skills and experience to undertake the health
check.

Get Fit with Lazy PMOK, that’s clear. But
what role does the project team have in the health
check?

The project team are definitely to be involved; the facilitator
will interview personnel from the project including but not limited
to the project manager, project sponsor, end users and members of
the project team and the health check will typically assess:

  • Project organisation and staffing
  • Project processes
  • Project planning and reporting
  • Requirements
  • Budget and spend
  • Benefits and outcomes.

There will be other aspects of course depending on the type of
project that is under review – an IT project for example may take
a close look at the technology e.g. software release/design,
testing, systems architecture etc.

Social project management

OK, I’m convinced and I know what to do. When should
project managers run a health check?

At the very least I would suggest a health check is regularly
undertaken at the end of the plan phase but ideally it can be done
many times throughout the project.

There is a second time when a health check should be initiated
and that really is ‘when it is needed’, that is if something
has occurred that makes an urgent demand for an objective
assessment of the project.

Don’t wait if this is before the end of the planning phase,
and don’t discount a further health check just because you
conducted a health check earlier in the project lifecycle.

What do you do get after the health check?

The output from the health check will be a formal report which
will detail actions and recommendations that need to be agreed by
the project steering board.

Fine. So what do you do with the results? Any tips for
communicating the output to your stakeholders?

The work to do will include assigning the relevant actions with
owners and planned completion date. It is the responsibility of the
project manager, perhaps supported by the PMO, to chase up the
actions to ensure they are completed in the appropriate time frame
and report further to the steering board.

However you choose to report back on your health checks it is
advisable to offer a visual representation along with any
‘wordy’ report.

Peter Taylor

Peter Taylor, co-author of Strategies for Project
Sponsorship

Thanks, Peter. Tell us about your other
work.

I have three more books, a follow up to Leading Successful PMOs
which is called Delivering Successful PMOs, and a book on project
marketing called Project Branding (RMC) along with a book all about
what attracts and challenges young project managers to our
profession called Real Project Management (Kogan Page).

Peter Taylor’s alter ego is The Lazy Project
Manager.
Peter’s book, Get Fit with The Lazy Project
Manager is available from his website and from Amazon in eBook and printed
format.

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Get Your Projects Fit with The Lazy Project Manager
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Categories
Project Management

The Social Project Manager [Interview]

Social Project Management with Peter TaylorThis interview was
first published in 2015.

How do you balance the need to collaborate with the governance
and control that’s required in a project environment?

That’s the question answered by Peter Taylor’s new book, The
Social Project Manager.

Today I’m interviewing Peter, whom you might know as The Lazy
Project Manager.

He’s a bit of a character on the UK project management scene
and a respected author and commentator particularly since, like me,
he also does the job.

I’m delighted to have had the chance to talk to him again, so
here we go.

Peter, we last spoke about your books a while back when
‘Get Fit With The Lazy Project Manager’ came out. Now you’ve
written another book! How do you find the time?

Well I am ‘productively lazy’ as you know! Actually I find
writing a relaxing and inspiring activity, especially when I write
about something I feel passionate about.

Add to that the fact that I spend a lot of time travelling and
being on a plane for hours on end which is a perfect period for
being creative.

Your book is The Social Project Manager. How do you
define social project management?

When teams can enjoy the benefits of both the structure of
formal project management and the rich online features available in
today’s online collaboration environments, the results are very
powerful.

It is a balance between that traditional centralised, top-down,
authoritative model and the decentralised, bottom-up, collaborative
model.

Social project management is based upon the philosophy that, in
order to be successful, most projects need the structure of a
project plan together with suitable governance but with the
value-add of the associated emergent collaboration and coordination
tools and techniques.

And what is a social project manager?

I have found, over and over again, that project managers know
what is expected of them, and they want to do a great job, and they
want to remove the inefficient practices they have to work with
each day.

The common access to open information through collaborative
‘social’ tools allows for faster impediment removal and higher
levels of inter-project activity to remove such inefficient
practices.

Therefore a ‘social project manager’ is someone who both
recognises this and embraces it for the greater good of the
project.

This is Peter's book, The Social Project Manager

This is Peter’s book, The Social Project Manager

Social media tools have been around for a while.
Hasn’t everyone got it by now?

I agree they have been around for a long time but I feel we are
only just now on the cusp of the project management profession
understanding what they can do for them and their projects and for
organisations to realise the investment potential.

We still have a long way to go but those who ‘get it’ will
have a significant advantage over others.

I think we’re moving away from social media as a
‘thing’ in project management and more towards online
collaboration tools. I know it’s only a change of terminology but
I think the distinction is important because it splits out what
many executives might think of as the part of social media that is
a waste of time. What do you think of that?

I agree, this is linked to a maturing of social project tools in
the marketplace.

Note that this is a maturing not a matured marketplace, we are
seeing a lot of niche players and tools out there and a
consolidation underway of perhaps the emergence of a true
enterprise project management social toolset.

There is also perhaps a need for clarity of difference between
the personal ‘social’ world and the ‘business’ social
world. This I would say is a combination of personal discipline of
behaviour linked with guidance from the organisation of use.

I speak of three levels of project social communication:

  • Social within Project (that is all about the project tasks and
    progress and challenges)
  • Social about Project (the interaction of the project with the
    wider stakeholder community)
  • Social around Project (the people to people communication not
    necessarily related to the project as such but about the team
    members)

All three are valuable and all three need to be supported.

Peter Taylor

Peter Taylor sitting with a big pile of the books he has
written.

That’s a great distinction. How can you use social
practices to mitigate the requirements and constraints for
governance? I know that’s one of your hot topics given your
professional interest and research into PMOs and
sponsors.

You are right but I do believe that they can exist ‘hand in
hand’ in most project situations, and even where there is a need
and demand for more traditional and centralised governance/control
they can still be a great ‘value add’ I think.

The most effective PMOs empower their project managers and free
them from rigid constraints; social project tools bring value to
such empowerment.

Regarding sponsorship my issue is about getting project sponsors
prepared to ‘do the job’ – when they are prepared then I am
sure they will adopt any social project communications means, but
where they aren’t then social project tools will make no
difference most likely.

Social project management

Can you give me an example of where social project teams
have worked on a project and being social has helped them
succeed?

The book contains a number of what I call ‘social stories’
and one I particularly like is as follows:

A project was underway inside one organisation and the project
manager was doing their best to act in a ‘social’ manner and
started communicating through various social media channels to a
wide stakeholder community.

They were surprised one day when a senior executive contacted
them with an observation that, and without going in to specifics,
made them aware that there was something happening inside that
organisation that

a) they were unaware of – and in truth they wouldn’t
necessarily be expected to be aware of at their level of seniority
and;

b) impacted significantly part of the project that they were
leading (and here of course you would say that they should have
been made aware of this prior to this point).

The project manager had had no direct contact with this
executive prior to this contact and information exchange, it was
only through the project social communication had this
conscientious executive identified the need to share with the
project manager.

It was therefore only through the reach of social media that an
important consideration was made aware to the project manager who
could have led the project in happy ignorance up until the point
that the project ‘failed’.

Of course you have to challenge why an organisation might work
in this ‘need to know’ manner but you know what? That is
sometimes politics!

Your book contains lots of tips for social project
management. Can you give me one tip for readers to implement on
their projects tomorrow to be a bit more social?

Yes the book covers a few such tips but perhaps one important
one is: Projects need collaboration, a project manager cannot do
‘it’ all themselves and there would be little value in what a
single individual can achieve anyway. Projects are, after all, the
way companies get things done.

The key here is that a project manager is the person responsible
for accomplishing the stated project objectives, we all know that.
Nowhere is it ever stated that a project manager does everything,
of course not.

A project manager does not directly get involved in the
activities that produce the desired end result, but rather oversees
the progress and interaction of the various resources allocated to
that project in such a way that reduces the risk of overall
failure, maximises potential success and thereby delivers the
expected benefits, whilst managing costs and quality.

Peter Taylor quote

You write that there is no simple template to follow.
But is there one first step on the journey that readers should
start thinking about? How do you get started?

I would say that a great place to start is by opening your mind
to what this social project world might offer.

This is, in many ways, the reason I wanted to write this book,
to allow people, project managers, and project team members and so
on, to read what others think about the potential of the evolving
world of the social project manager.

By having this insight as to what might be achieved then I would
hope that all project managers could help shape the social future
of project management.

They could become true Social Project Managers balancing
collaboration with centralised control in a project driven
world.

Thanks, Peter!

About my interviewee:

Peter Taylor is a PMO expert and author of the number 1
bestselling project management book The Lazy Project Manager, along
with many other books on project leadership, PMO development,
project marketing, project challenges and executive
sponsorship.

In the last few years he has delivered over 200 lectures around
the world in over 25 countries and has been described as ‘perhaps
the most entertaining and inspiring speaker in the project
management world today’.

His mission is to teach as many people as possible that it is
achievable to ‘work smarter and not harder’ and to still gain
success in the battle of the work/life balance.

The post
The Social Project Manager [Interview]
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Girl's Guide to Project
Management
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Categories
Project Management

Project On! 5 Actions to Maintain Project Momentum During COVID-19

The impact from COVID-19 has been swift and, in many cases,
dramatic. Even so, projects that deliver meaningful results must
stay on track. What can you do to keep those meaningful projects on
track? Here are five simple yet effective actions you can take.

Categories
Project Management

The Importance of the PMO During a Crisis

During this pandemic, businesses need to be prepared to balance the
health and protection of their employees while continuing to serve
the needs of their clients. This practitioner shares his practical
approach as a PMO head, which may help the project management
community during these uncertain times.

Categories
Project Management

The Mamba Mentality for Project Managers

This article explores the practice of project management from the
game of basketball, and through the mind of one of the greatest
athletes to ever grace the court: Kobe Bryant, aka The Black Mamba.
The author provides insight into "The Mamba Mentality," a mindset
that every project manager can benefit from adopting.

Categories
Project Management

Project Roles & Their Responsibilities

You’ve got a project to do. But who is going to execute that
plan and turn the abstract into the practical? Your project team:
the most valuable resource for your project.

If you’ve been tasked with a project and think you can do it
on your own, then you’re in for problems. No matter the size of
the project, there are schedules and resources to manage, which is
a full-time job. Then there are the people who take the various
tasks and see them to completion: they need managing too.

Project management requires a variety of roles, and each has
their own responsibilities so that everything can progress as
smoothly as possible. Therefore, before you begin that project,
take a moment to read about the different project roles and their
responsibilities. As an added bonus, we’ll detail the tools that can help
each of those roles
be more productive.

Project Sponsor

While there might be a more superior position, like executive
sponsor, for most projects there is a project
sponsor
sitting on top of the project roles pyramid. This is
the person who is deeply invested in the project and its
success.

The project sponsor is in direct communication with the client
or customer who is the reason the project has been initiated. They
tend to monitor the budget and hold the purse strings of the
project. They also have the final say on making any project
decisions, which includes resources.

The project manager reports to the project sponsor and helps
with the project
charter
, which is a statement of scope, objectives and people
involved in the project.

Project Manager

The
project manager
is the one who is responsible for the project.
They plan it, develop a schedule, assemble a project team and
manage their workload throughout the project’s life cycle.
Project managers are also responsible for managing risk and the
budget.

The project manager is the one who drives the project forward,
but they’re not working independently. They are also responsible
for reporting on progress to the project sponsor and any
stakeholders who also have a vested interest in the project.

The project manager is the point person for vendors and
independent contractors, creating contracts for them and managing
their services. You can think of the project manager as a bridge
that connects the executives or client to the project team working
on the project deliverables.

Project Coordinator

Often there is a go-between that helps facilitate the project
manager’s job in terms of project operations. They will work with
the project team and are especially helpful when there are remote
teams working in different time zones on the same project. The
project
coordinator
helps to keep the operations running smoothly for
the project manager and the project team.

Project Management Office (PMO)

Sometimes an organization will have a segment devoted to
developing a set of standards and policies to govern their project
management and to make sure those standards and policies are being
followed. This tends to occur only in larger organizations, which
might not always apply.

However, if it does exist the
PMO
will decide on the processes used in a project and how to
follow them. The PMO also will archive the project for historical
data, collecting and analyzing its results. Project managers are
supported by the PMO.

Project Team Members

These are the people who execute the tasks assigned to them by
the project manager. There can be a team lead, who manages the
team, who the team reports to and who in turn reports on their
progress to the project manager. But in general, all team members
are on equal footing.

The
project team members
have skills relevant to the project and
can work with varying degrees of autonomy depending on the
methodology used in managing the project. They are responsible for
executing their tasks and for updating their statuses to the
project manager in order to track the overall progress of the
project.

How ProjectManager.com Helps Everyone on Your Team

The project team needs project tools to help them work more
effectively and track progress. ProjectManager.com is
award-winning project management software that is packed with
features that help everyone working on the project.

Live Updates

Let’s start with the project sponsor. They’re interested in
how the project is progressing against where it should be in the
project plan. When team members update their statuses on
ProjectManager.com that data is instantly reflected throughout the
software.

Project sponsors aren’t interested in the nitty-gritty, so a
real-time
dashboard
gives them a bird’s-eye view of the project’s
progress as it’s happening.

real-time dashboard screenshotWith
ProjectManager.com, you always have access to the latest project
data.In-Depth Reports

Project managers use the dashboard, too, of course. But they
need more detailed information, which is where
ProjectManager.com’s project reporting comes in handy. Reports
can be customized to get just the data a project manager wants, or
they can drill down for more information.

Reports help project managers monitor their actual progress
against planned progress. ProjectManager.com even calculates the
amount of days the project is ahead or behind schedule.

Gantt Charts for Planning & Scheduling

When it comes to planning and scheduling the project, project
managers will find the online Gantt chart
tool
especially helpful. Task lists on spreadsheets are easy to
upload and can open up in ProjectManager.com as a new project. Then
just add the task duration and it populates a timeline.

From here, the project manager can make milestones, assign team
members tasks and even attach relevant documents and images for
direction. ProjectManager.com has unlimited file storage.

Gantt chart screenshot in ProjectManager.comGantt charts let you
plan and schedule tasks and resources. You can track costs and
progress too.Resource Management Calendars

Of course, project managers need more that just tools to monitor
the project. They need to get in there and reallocate resources to
keep things moving smoothly. ProjectManager.com has tools to manage
tasks and resources to see if team members have enough work.
Reallocate their workload from the workload page.

Multiple Project Views for Team Members

The team works differently than managers and shouldn’t have to
use the same tools. They can view the project in any of four
different ways. The Gantt chart might be too much information, so
they can see their tasks on a calendar or a task list. There’s
also the kanban board,
which is a visual workflow tool that focuses on continuous
delivery. This reduces wasted work time and increases
efficiency.

kanban board screenshotTeams love
collaborating on kanban boards due to their clarity and visual
nature.

Whether the task is on a Gantt chart, task list or kanban board,
the data is the same and all offer collaborative tools. Team
members can comment, no matter where they are or what time it is,
and dialogue with other team members. If they need to bring in
someone else from the project team into the conversation, they can
simply tag them and they’re immediately notified by email,
keeping every project role in the loop.

ProjectManager.com has tools for every project role. Cloud-based
software means ProjectManager.com is reflecting the actual project
as it is happening, so better decisions can be made. No matter what
your project role is there are features that can help you do your
job better. See
for yourself by taking this free 30-day trial today.

The post
Project Roles & Their Responsibilities
appeared first on
ProjectManager.com.

Categories
Project Management

Construction Sites Still Open! For Now

I’m sure at 8:30pm last night we were all tuned into the
announcement made
by Boris Johnson
, announcing the new measures giving only four
reasons to be able to leave your home.

One of these reasons was so you can travel to and from work
where “absolutely necessary”. However, the line between
absolutely necessary and not absolutely necessary seems to be
blurred. With some self-declaring themselves necessary and opening
up shop this morning.

Good news for our colleagues in the construction industry

At the minute construction sites remains open. People in the
construction industry, of course, want to remain open and believe
they can do so whilst keeping in line with the new social
distancing guidelines.

Robert
Jenrick
, the secretary of state for housing, communities and
local government, tweeted shortly after the prime minister’s
television address to the nation on 23rd March: “Advice for the
housing, construction & building maintenance industries: If you
can work from home, do so. If you are working on site, you can
continue to do so. But follow Public Health England guidance on
social distancing.”

For PM’s in the industry the majority of their work could be
done from home, for others, the work will be on-site. Site workers
will be encouraged to follow particular procedures like:

  • Get to site on your own (not on public transport
    preferably)
  • Stay two metres away from everyone
  • Take your own lunch

Others aren’t so convinced that construction workers remain
“key”


Sadiq Khan
has quickly come out to express his frustration with
the new guidelines saying the definition of key workers is too
broad. “I’ve expressed my concerns to the prime minister
directly…. In my view, the only construction workers that should
be working are those that we need for safety. I think that this is
a time to understand the scale of the challenge we are
facing.”

The mayor of London is set to be on the verge of closing down
construction sites.


Nicola Sturgeon
has also backed this opinion “there are still
too many people across the country who are being expected to or
expecting to go to work as normal”.

“This morning I was specifically asked on the radio about
building sites and hair salons, and my advice would be to close,”
she said. “I know this is a difficult situation for businesses
and I know difficult judgements are having to be made.”

We will have to see over the coming days what happens in the
construction industry space.


The National Federation of Builders
are concerned that
rebuilding a pipeline of workers after closing could take months
and therefore won’t stop working until they absolutely have
to.

So for clarity, the official line from the government is: We
want to keep construction working – at home preferably, but on
site if that is where the work is. Get to site on your own (not on
public transport preferably), stay two metres away from everyone,
take your own lunch, and sing Happy Birthday lots and lots with
soap and water.

You can view the full guidelines here>>>


The post
Construction Sites Still Open! For Now
appeared first on
arraspeople.

Categories
Project Management

Here’s how to use all this free time you have now that you’re working from home

First of all, wow. You have so much free time now! No commuting
time. No having to put on pants!

FREEDOM!

What are you going to do with it?

You have to be disciplined about your work hours, but once you
are off, you are OFF!

So! Restaurants and bars are closed! That’s a bummer. I went
to the asian grocery store yesterday and ALL OF THEIR RAMEN was
gone. People! Eventually you are going to get sick of ramen! Please
don’t make ramen the only thing you eat! I know you are worried
about food costs. But in many cities now it is illegal to evict if
you don’t pay your rent. And we might be getting a stimulus check
from the government too! So… please just get some fresh veggies,
chop them and stick them in the freezer if you don’t want them
now. You can put them on top of your ramen!

I recommend learning how to cook.

Here are some of my favorite recipe books! Please get them from
Powells.com instead of Amazon, because Powells closed all their
locations and is only taking online orders now, to protect their
workers. Amazon is making their workers borrow comp time from each
other instead of paying sick leave for COVID19.
Unconscionable.

  1. Practical
    Paleo
  2. Asian
    Paleo
    (this one is SO SO GOOD, I had to get it for my cousin
    too!)
  3. 21
    Day Sugar Detox
    by Dianne Sanfillippo
  4. Frugal
    Paleo
    (sensing a theme?)

Why learn how to cook paleo?

Because sugar depresses your immune system. Because most of us
are not set up to process cow milk dairy well. Because you can
enjoy your food more if you make exactly what you want.

I also recommend getting into a routine with getting
outside
, biking, walking, whatever feels good to you. ONLY
if you are not sick with COVID19 please!

Getting your social time in: Call or text
friends and family every day! Also, how about a virtual art
making or dance party?

For your dance party: Favorite upbeat songs right now: Rosalia, Ted Leo, Haiku Salut,
Ibeyi,
Joanna
Newsom,
Fleet
Foxes
Blood Orange,
Anna
Meredith

Anxious? Why not try EFT, or tapping?: Helen McConnell
Gala
Darling

Getting your LEARNING time in: Feel free to
peruse my webinars
or courses–
so many!

I recommend journaling, making art, meditating or
breathwork practice every day.

We need a way to stay calm during this COVID19 outbreak!

What else are you doing to stay sane? Please leave a
comment!

Here’s a funny Working from Home video for you!

The post
Here’s how to use all this free time you have now that you’re
working from home
appeared first on Wild Woman Fundraising.