I've been using SharePoint since it first came out in 2001. I was working in a PMO and we simply used SharePoint as a document repository for the project management office documents. Through the years SharePoint has evolved significantly and has been adopted by many organizations.
I have found that using SharePoint to manage my projects helps me create a repeatable framework that allows auditors and project stakeholders to quickly access information and share information throughout the project life cycle.
Instead of getting lost in email, we create sit
Happy New Year project managers! It’s the time of year where we have all started to get back into the swing of things and started mapping out the projects and goals for the year. That also means… meetings! Usually a lot of them! Hence, I thought it appropriate to have a refresh on how we can make our meetings the most productive because according to a survey of U.S. professionals, by Salary.com, meetings are the highest ranked productivity killer in the office. Considering that meetings can take up quite a significant amount of actual working hours, if the meeting
When people think about projects, it is typically for IT, operations or other behind the scenes type of initiatives. The sales staff usually have a hall pass for working on projects but what if your company’s sales dropped and you needed to re-vamp the sales team? You may be starting a new business and need to set goals for the sales team. Since the typical sales person is not known for sitting still and working on the minutia tasks, you need to work on getting them excited.
The following ideas can be woven into a project for the sales team to turn the numbers around:
I. Vision Stateme
People resist change because they seem to be threatened usual behavioral patterns, status or material reward. The main reasons for resistance to change is because people are suspicious of what they think, have a negative impact on the well-established position, ways of working and employment conditions.
They are afraid to change the familiar surroundings. They may not trust managers, and hence do not believe their claims that the changes are for the benefit of employees and the organization. They can have serious reasons based on past experience. They may suspect that management has u
Morgan, the thirty-five-year-old great-grandson of Apex Motor Company founder James Henry, is facing the biggest challenge of his career. He became CEO of Apex in August of 2010, when the board lost confidence in Jacques Kallis and called on Morgan to head the company. “Most guys who take this on had career-long ambitions and come to the job rubbing their hands together,” says an executive who knows Morgan well. “But this guy came with his hands over his eyes, saying, ‘Why me, why me?’” Morgan took over a firm in a dire situation, with a critical need for careful planning and execution.