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Resource Index > Burning Questions > Personal Effectiveness

Burning Questions on Personal Effectiveness

Personal effectiveness means making the most at all personal resources at our disposal – our personal talents, energy and time relative to what's most important to us. We all want to do the best possible job on the projects assigned with the goal of being assigned to more challenging projects and future advancement. To help you develop and learn from others we've provided answers to questions and solutions to problems asked by other project managers to help them through difficult situations.

Burning Questions

  1. Where can I go in the ProjectConnections site to start learning about the project management activities, roles, etc. in a systematic way?
  2. I'm suddenly going to be project manager over some of my peers. How can I make sure this change in relationship gets off to a good start?
  3. I need schedule input from a particular individual, and they just won't provide it. How am I supposed to get a complete plan if people refuse to provide their part of the schedule?
    Time Management
  1. What is "Time Management"?
  2. How do I figure out where my time is going every day?
  3. What are some of the "time robbers"?
  4. How can I get control over my time?

Problem Solvers

  1. How do I get two dueling executives to agree on goals and stop delaying my project?
  2. How can I stay on track if they won't let us do requirements work?
  3. Something has gone wrong on our project, and I don't know how to communicate it to the executives without losing my standing... or my job!
  4. I've been assigned a critical project that will impact our entire organization. I'm excited about the challenge, but I'm not familiar with this business domain. How should I plan this new project?


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Sample Burning Questions

Burning Questions are a part of our Premium Resources. Here are samples to show you what kinds of great questions we answer that no one else does. Try us free for 15 days to gain immediate access to our Burning Questions plus over 200 Project Management Templates, Guidelines and Checklists.

How to establish authority as PM with peers. I'm suddenly going to be project manager over some of my peers. How can I make sure this change in relationship gets off to a good start?
Well, to begin with it might be good to change your perspective of the project manager's role from 'over' to 'with', otherwise you could be in for a long cold winter with a forecast of frosty relationships. Keep in mind that all team members are contributing equally to the same goal, but that they each are bringing different skills and capabilities to the project. With this perspective you need to promote your role as project manager as a facilitator to help the team work toward success, like the role of the ring master at the circus where he is a minor contributor of entertainment, his role is critical to coordination of the various acts to work seamlessly together. Our template Team Roles and Responsibilities List is an excellent tool to facilitate the dialogue across your project team, allowing each member to define their role and responsibility of the project.




How to get people to stick to the agenda in meetings. I have heard that a good agenda is critical to the meeting outcomes, but how do I get meeting participants to send me agenda items and then stick to the agenda? How do I avoid adding last-minute items that derail the meeting, but may need to be addressed?
There are several ways to address the issues you bring up and the answer depends on your team culture. First, you do not want to alienate you team, but it is critical for you to establish your role as the meeting leader and how meetings will be run. This can be accomplished in many different ways. Try having a discussion with you team about the pros and cons of setting the agenda ahead of time. Go over each issue and lead a discussion on how the team wants to address each issue by establishing ground rules. If it is only a few individuals who are consistently late with their agenda items, then talk to them privately. Come to an agreement as to how late items will be handled next time and make sure you follow through if they are late.

Also, don't forget to use the meeting tracking tools to establish a rough draft agenda and send it out ahead of time. Be sure you send it out in enough time to allow for feedback.

And there is always the babysitting approach. The fact is that some people need to be walked through how to establish new behaviors. A simple phone call or email or reminder in the hall a few times may work to get them on the right track.

Once people use the agenda and see it as helping them to accomplish the work, they will participate. If they are not sticking with the agenda, then perhaps it is time to evaluate the agenda and make it more effective.





Getting action items to mean something. We're keeping track of action items but no one seems to be taking them seriously. We review them and say we'll do them, but the dates often just get changed every week. What's the POINT?
I hope you're using the editorial 'we' in this question and not participating in the behavior! Demonstration of accountability to commitments is fundamental for any leader, as why should others do when the leaders doesn't demonstrates the desired behavior. That said one has to consider if the action items unique and require action on the scale defined. If the actions are associated with issues which are impacting progress, then the delay in resolution will be reflected in a slip in project progress. The point of an action item list is that to track work which has been identified during project execution which was not previously known or planned and is necessary to complete the task. Action items need to have some degree of purpose associated with the project, otherwise it becomes just something else to do. No one likes to have additional non-value added tasks assigned - we've all got enough to do...






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