y highlighted ho to get there.
With clear, well-defined project information as the window, the role of project leader “rotated” to whomever was appropriate under specific circumstances or unique project conditions. In other words, leadership was not considered the sole domain of the project managers. All project participants had access to critical project timing and interface information. All project participants, having been fully empowered, understood their obligation to “step up” and take a strong leadership position when it was required. This working-level leadership could most easily be recognized as “timely and effective communication.”
The use of a CPM approach to planning and scheduling the project established the framework for leadership. Interface responsibilities and potential impacts of “missed” interface connections were quickly assessed through a series of “what-if” manipulations, considering a variety of inputs. These inputs included combinations of optimistic/pessimistic time estimates, float variables, resource constraints, standard deviation ranges and past work package performance. From these what-if exercises, forecasts and decisions were made.
Hard Work Within a Fun Atmosphere. Leaders must understand the importance of creating and nurturing a team-based environment where individual contributors feel good about the work they are doing and about themselves whenever they are in that environment.
On the new medical diagnostic system project, the no此文章共有11頁(yè) 上一頁(yè) 1 2 3 4 5 6 7 8 9 10 11 下一頁(yè)
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