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5 Signs You’re Losing Control of Your Project

8/31/2021

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You know the feeling when life is flying by you and you’re not aware of where things stand? Maybe you are so busy that you aren’t budgeting your money well. Or you have so many clients or potential clients that you’re missing scheduled calls or needing to postpone meetings at the last minute. My freshman year in college I don’t think I dated anyone. Sophomore year in college was a different story…many dates and several different girlfriends all stuffed into the first two months of the new school year. Thankfully, three months in I meant the love of my life – my future and current wife – and my life, and my grades, stabilized. But for those first two months it was chaos and I honestly didn’t even have my class schedule memorized – though yes, I was going to class…I think.


This can be so true of our projects, too, when we get overloaded. It can be our project workload – maybe multiple projects took off at high speed all at once. Or maybe something came up in our personal lives – good or bad - that is occupying our train of thought. Whatever the cause or the problem, it can wreak havoc on one or more of our projects. If you’re in this situation, you may not be aware of it. But I’m going to give you five signs (and I’m sure there are many more) that you may be losing control of one or more of your projects due to distraction, work overload, or maybe you’re just in over your head technically speaking or can’t handle your team chemistry. Whatever the issue, look for these signs and then wake up and take some corrective action before you find yourself out of a project or out of a job.


You keep canceling or postponing client meetings


It’s never good to cancel or postpone your client meetings. I don’t care how busy you are or how slow the project is. Even if you just have a five-minute phone call to say, “Nothing has changed,” you still need to hold them. If you find that you’re often canceling meetings with your client then you need to re-assess what’s important. Your customer won’t stand for that lack of contact long before they start to become dissatisfied and lose confidence in your ability to deliver in your PM role. And you will likely find out that they’ve lost that confidence from someone higher than you in the organization – see one of my next points.


You’re not meeting with your team on a weekly basis


I moved from the Midwest to Las Vegas to be the corporate application development manager for the second largest casino/gaming organization in the world. I was in a new environment, in a considerably different position – going from strictly project management and consulting to managing a group of developers in an industry that I had never worked in before – and I was also busy looking for a house for my family 1500 miles from where we previously lived. To say life was chaotic would be an understatement. If found it easier to cancel my development team meetings than to conduct them if I was busy or if nothing major was happening. But that was wrong…I was new to my team and they were new to me and they needed guidance…they needed a manager after all the changes they had recently been through. I woke up, forced myself to stay on track, hold those meetings no matter what, and it wasn’t long before I had a much more confident and cohesive team. The same is true on our projects. Conduct those weekly meetings no matter what. Maybe there won’t be anything new to cover. But it still builds cohesion among your team members and being a consistent leader is half the battle of getting your team to follow you and respect you.


Your CEO gets a call from the client about the project


In a larger organization this could be anyone in your senior management, and in smaller organizations, this very well could be your CEO. Whoever it is, if they’re above you and your client is calling them with concern and you didn’t expect it, then you don’t have a firm grip on your project and something needs to change. You must be on top of issues or your customer will sense that you aren’t and will quickly lose confidence. If this goes on for too long, these calls will happen.


You don’t have the major tasks in the project committed to memory


Like my example above of not knowing my class schedule that first month of the school year, if you don’t wake up in the middle of the night able to recite the key milestones in your project schedule, then there is something wrong. If you don’t have most of the schedule – especially what’s currently going on and what’s coming up – committed to memory, then you need to take a step back and re-assess what’s going on and what you need to do right now to get a firm grip on what you’re managing.


You have no idea where the project budget stands


If you aren’t managing and forecasting the budget weekly, then you’re not doing enough. And if you completely lack the awareness of where your project budget stands, then you’re really heading for disaster. You’ll likely wake up to find yourself way over budget with no ability to take enough corrective action to save the project. Just like you really can’t go a month without balancing your checkbook, you can’t do that on your project either. If you do, then you’ll probably find your project financially spiraling out of control.
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How to Manage Multiple Projects with Success

8/31/2021

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Do you have the luxury of managing just one project at a time? Some project managers do – most don’t. I’m not sure I ever have and I’m thinking I might just get bored managing one initiative at a time. Variety is the spice of life… they say.


Yes, you won’t get bored managing several busy projects together, but you could get overloaded or become disorganized and start to miss deadlines if you’re not careful. It’s not for everyone and if two projects get very busy at the same time… well, I imagine you can guess what might happen if you get too far overloaded.


Let’s consider these 4 tips for successfully managing several projects at a time...


Break each project into an hour of effort per day. You have one hour to do something – one hour to be productive, to get a task completed, to delegate tasks, to have a meeting…whatever it is…you have one hour to do it. Does this sound familiar? If you’ve ever managed multiple projects at a time, then you know what I’m talking about. There are lots of things you can do in an hour each day, but usually managing a project isn’t one of those things that comes to mind. But in fact, that’s what many of us are doing. To actually “effectively” manage a project in one-hour segments of time we need to be:


  • Well-organized
  • Focused on what is in front of us at that moment on a specific project’s tasks in the project management software schedule, not the next project on our list
  • Stubborn
  • Ritualistic – maintain a good weekly schedule so we know where we are at a given time of the week in terms of tasks and planned work
  • An efficient and effective communicator


Send out at least one team / client communication of a highlight or status to keep everyone on the same path and page. The best project managers are great communicators and the most successful projects are the ones where everyone stays on the same page throughout the engagement. The PM and project team ensures this is happening by sending out at least a brief project status update daily to everyone involved in the front line of managing the project – including the project customer. I believe in being as transparent with the customer as possibly in order to achieve the most cooperation and success.


Spend part of the hour per day mentioned above on the weekly status report and ensuring all tasks are running smoothly. Throwing the status project report together at the last minute leaves you, your team and the customer ill-prepared to have a meaningful weekly project status call. Make sure it’s a solid report – and one of the best ways to do that is to spend a few minutes every day ensuring that it’s ready for the, say, Thursday status call. And if it’s every Thursday, then have a detailed discussion the day before with your entire project team to make sure the status report is as up to date and accurate as possible. Then, let the project status report drive the status call with the client every week. Easy.


Check project financials regularly. The money part is often the hardest part for most project managers – especially the new or less experienced ones. If you are managing the budget closely, then it should be fairly easy to keep it within 10% of budget all the way to the end of the engagement. If you don’t tend to it often, then it’s too easy for a project budget to get out of control – especially if you’re handling 4-5 projects. A 50% overage is nearly impossible to fix and project failure is imminent.


Summary / call for input


The bottom line is this – spending consistent time on your projects… proactively… can help ensure your success when you are managing multiple engagements at one time. Readers – what are your thoughts? What are your secrets to success when juggling 4-6 projects at a time? Please share and discuss.
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6 Reasons You Should Invest in a Project Management Software

8/30/2021

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You might think that you don’t need project management software — that’s what the project manager is for! However, project management software can make a big difference in your organization, for both the project managers and other team members as well. Project management software can help speed up timelines, reduce mistakes made, and increase overall productivity. Keep reading for our 6 reasons why you should invest in project management software. 

Centralized Information

Your project information is important and needs to be safe and secure. However, the project information also needs to be accessible by your entire team. Project management software allows your organization to have a centralized location to store files and information. A majority of project management softwares on the market are cloud-based so that this information can be accessed from anywhere, by anyone with the right permissions, at any time. 

Reduced Manual Workarounds

Automation in a project management software speeds up processes and reduces manual workarounds. The purpose of automation is to reduce low-value, time-consuming, repetitive, and administrative work from you and your team so that you can spend your time doing more valuable work on projects for your clients. Decreasing the need for the human element will smooth the project management process and cut down the need for tasks, reminders, approvals and more.  

Improved Time Management

In any organization or job position, you are constantly juggling multiple projects and/or clients, and it can become overwhelming and difficult to keep track. Many project management softwares, like CROOW, offer a multitude of features to improve time management for managers, employees and clients. Time tracking tools, calendar views, and to-do lists give visibility to team members’ workloads while helping to prioritize tasks to complete everything in a timely manner. Time management features will help to speed up the project processes and improve the efficiency of workflows. 

Higher ROI

Did you know that implementing a project management software can actually improve your ROI? Incorporating project management software into your organization’s workflow has shown to increase employee productivity. With fewer mistakes and improved productivity, projects can be completed more quickly and efficiently, leading to more profit in the same amount of time. This can help your organization find its sweet spot for the number of employees needed to complete work. Some companies find that a project management software helps their current employees produce more work, reducing the need to hire more people. On the other hand, other organizations find that onboarding and training new employees is simplified with project management software. In addition, many project management softwares are free to try or offer affordable plans for your organization. 

Enhanced Communication

One of the biggest keys to success in any organization is communication. Strong communication between team members leads to fewer mistakes and more success. Long email threads and instant messages can cause meaning to get lost; however, a project management software centralizes that message in one place in real time. Project management software features like approvals, comment features, and even client integration improves the overall communication about a project. 

Better Team Collaboration


Going hand in hand with communication, collaboration amongst teams is also vital to project success. Creative projects often have multiple people working towards the same end goal, and features within project management software can help. Cloud-based project management software allows multiple users to access the same project at the same time, with real time updates as they work. This is especially important for remote teams, as they are not physically able to work together. 


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Macs 4 Cancer Kids

8/29/2021

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I’m fighting for what I consider a great cause and looking for some people to get behind it and give. I’ve been working on this since mid-June and I’m trying to get this really going in August. Basically it’s my “Macs 4 Cancer Kids” campaign. I looked around – I didn’t see anyone filling this particular niche that I consider important to comfortable kids cancer treatment. If I can get 100 people to stop and donate even just $10 this week to something that is extremely important to me and has affected my family greatly over the past 16+ months it would mean a lot. Some equipment has been donated, but batteries and power cords are needed and other inexpensive tech needs to be purchased.


It’s a great cause and if you were getting a spinal tap for chemo treatment or watching it happen five feet away to your own son (our 10 yr old was diagnosed with Leukemia in March 2020) you would know what I mean. The distraction this tech (iPad, Macbook, tablet, whatever) can give these kids with gaming, education, etc. while receiving painful and nauseating treatment is priceless. My son can get his spinal tap and medication without sedation due to the distraction his Chromebook provides for him – all kids should have it. The screams of some of those little ones in the hospital and clinic are what nightmares are made of. Please help with some donation however big or small - today. My son lost a friend in treatment this past week - tomorrow may be too late. Please give now! Thanks! https://gofund.me/13dc64b9

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Being a Value-Added Project Manager

8/29/2021

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Project managers see their value on the project. The team does. Senior leadership usually does as well. The customer sponsor? Yes, usually. But there time and those certain customers, team members and other stakeholders who are so focused on the project budget and trying to manage everything from their side that they may not really see the value of the delivery project manager. It's a costly position to the project and it's usually an oversight role – not hands-on technical doing the daily configuration and design work on the end solution.


What do you do about these types of customers? As the PM, how do you show your value or do your best to keep the customer satisfied throughout the project engagement? From my experience with these types of customers and stakeholders, there are five key ways that the project manager can show definite value to the project for the project team, the project customer/sponsor, and executive management.


Stay out of the way. This one is fairly straightforward. By stay out of the way, I mean just that…only do what you have to do to keep the project moving forward productively. This should not be common practice. However, there are those customers out there – and I’ve encountered a few of them – who do not see much value in a high-priced project manager running the engagement. When you have one of these types of customers, you must do your best to show value while at the same time do your best to cost the project as little as possible. Don’t travel when you can just send one developer on site. Watch the amount of hours you charge to the project every week. Steer clear of excessive meetings. Keep costs down…period.


Add technical oversight and effort where needed. If you’re the project manager and you bring some technical skills to the table, use those when possible to fill in gaps. I was onsite with my team at one major airline customer for a software install and I found myself doing data loads between meetings because our team was small and our time was short. It helped and we were able to meet our deadline for deployment.


Gain visibility for the project. Act as the ambassador for your project. Want to make the customer feels more important? Lobby your project to senior management and get them involved. A visit by the CEO or some other high ranking individual in your organization at a future project status meeting will let the customer know the project is important to your company and that they are an important customer who is being taken seriously. If you have recently experienced any issues that have resulted in some customer frustration, this can go along way in mending the situation.


Provide detailed budget management. Close budget management should seem like a no-brainer, but so many project managers do this poorly. It’s your client’s money and if you make it a priority to closely track it and reforecast it and report on it continually throughout the project you’ll be ensuring that your project never gets far off track financially without it being known to everyone. Your customer will see the value in that oversight and feel much more comfortable with the project and how their money is being spent on project resources if they are included in that reporting process.


Track risks carefully. This is another area that seems logical, but is often overlooked. Some risks are usually identified upfront and then set aside as if the process is over. Instead of going that dangerous route, include a section in the weekly project status report for risk management. If risks are constantly in front of the team and the customer and even better – actually assigned to team members to keep track of – then the likelihood of something unexpected bringing the project to a halt is greatly decreased.


Summary / call for input


The bottom line is this...we must continually show value throughout the project relationship with these individuals so as to maintain the highest level of customer confidence and satisfaction. Readers – have you ever been in this situation? What did you do and how do you agree with this list?

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Project Insight Centralizes Your Work, Tasks and Projects into One Easy to Use Platform

8/29/2021

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Project Insight is award-winning work & project management software that centralizes all of your work, tasks, and projects into one easy to use online platform. Project Insight offers a completely FREE expandable version or a full-featured enterprise edition.

Start using it for free today or request a demo. Either way, you will be happy with what this software can do for your PM infrastructure.
Visit Project Insight
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Best Ways to Avoid Project Rework

8/28/2021

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Get it right the first time. Ok, I guess I just gave away the premise of this article. It goes without saying that everyone hates rework…right? I know I do. It’s a waste of my time…makes me look bad – even if it’s a result of something a project team member did or my customer changed their mind on. It still makes me and my project look bad. And not to mention the impact on the budget. Wow…rework is costly. Sometimes very, very costly. And it’s time-consuming, counter-productive, annoying, degredating, boring, frustrating, and costly…did I already mention costly? Very costly.


As the project manager you’re combating timeline issues, budget issues, customer satisfaction issues, and resource engagement issues. There is definitely a lot at stake and you can’t afford to lose the forward momentum that rework is famous for killing.


So let’s avoid it. How? How do we position ourselves and our teams on a project to avoid rework? What planning measures can we take, what actions can we utilize and what processes can we incorporate to help ensure that our projects don’t fall victim rework?


Main causes of rework


In my opinion…and experience…these are the top four reasons we end up performing rework on our projects in the first place…


  • Misinformed project team members
  • Requirements that aren’t complete
  • Poor communication overall
  • Turnover of project team members – on either side
  • Incomplete or inadequate testing


So now that we know some of the main causes of rework on our projects, let’s look at some of the best practices that we can use to help us and our teams – and our customers – work in the best interests of project success to try to avoid rework.


Make enough time to document detailed requirements. Requirements are the lifeblood of the project. As the project manager, ensure that you have allowed enough time in the project timeline to properly capture and understand project requirements. Confusing, vague, incomplete, or missing requirements lead to rework later in the project as you and your team work to fix whatever went wrong during requirements definition. Because if requirements are not documented properly, you’ll likely end up delivering a solution that your customer doesn’t want or can’t fully utilize. Get it right the first time on requirements to avoid unnecessary rework.


Always communicate effectively. Always practice effective and efficient communication. And I don’t mean overcommunicate – that can cause it’s own problems. Your team will stop listening to what you say and stop reading what you send if you send too much useless information. And everyone will stop attending your meetings if they don’t convey meaningful information.


Use project management templates to create meaningful reports, notes, and schedules to distribute to your team and customer. Make sure your project status reports are informative and timely. Keep your project schedule revised and in everyone’s hands. Distribute status notes in a timely manner. All these things serve to better inform your team and your customer. And a well-informed team knows what they should be working on and they are usually working on the right tasks at the right time – greatly reducing the potential need for rework.


Monitor resource usage closely and forecast accurately. A revolving project team can often lead to rework as understanding of tasks gets confused and because different people do things differently. Bringing in a new tech lead mid-way through development can lead to inefficiencies in the development process which can often result in rework later on. Keep your resource forecast accurate and up to date so that you can keep them engaged on your project when you need them and so that you don’t lose them to other projects.


Have the customer plan and prepare for testing well in advance. Test cases and test scenarios need to be created and owned by the project customer. Have them prepare for testing in advance by taking ownership for these tasks. And have them start this process very early in the project. It will help the act of user acceptance testing go much more smoothly. Plus, if they know what they want to be testing for it will keep them from shooting from the hip during testing – a process that can often lead to misinterpreting results and causing unnecessary rework for your development team.


Summary


Rework happens. It happens on nearly every single project. That’s why it’s crazy to plan your project budget so close to the bone that there’s no room for any small amount of rework. But small rework issues should not bring down the project – and they just don’t. It’s the big rework issues that kill the budget, upset the customer, frustrate the team and upper management, and bring a project to a screeching halt. That’s what we’re trying to avoid like the plague…that’s what these processes should help to eliminate.

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The Test for a Good Project Requirement

8/28/2021

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Requirements are requirements, right? You need a bunch of them to make up a project and you can tweak them along the way, if necessary….right? Wrong! It’s never a good idea to get the project underway with requirements that are less than adequate or that you know need more detail that “can be dealt with later on.” It’s a recipe for disaster. It’s a recipe for uncontrollable scope creep. Or worse, a never-ending stream of change orders that will infuriate your project customer. And they’ll blame you for letting the whole project start before it was ready to start.


Seriously, the quality of the customer requirements means everything to the project. Good, complete, detailed projects mean you start out knowing how to create and what you’re creating. Poorly defined requirements mean you’re always going to be facing risks…always going to be pushing the ceiling of the project budget…always going to be in danger of facing some degree of rework and retooling of the requirements or some key functionalities. It’s a very bad idea to start the project off with bad requirements. But how do you know what bad requirements are? Well, let’s examine that questions further….


A generally accepted list of qualities of good requirements is…


They are truly actually attainable


Your requirements need to be truly attainable. It must be within the budget and schedule and be technically feasible. Don’t write requirements for things that cannot be built or that are not reasonably within the project budget. If you do, it’s a waste of time and effort.


Many feasibility questions will not necessarily be clear-cut. You may not have the expertise to judge whether a requirement is technically feasible. If that is the case, make sure you include members of the development team in the review process to foresee technical problems. Your team may need to conduct research to determine a requirement’s feasibility before it is added to the product baseline. If this research still leaves you uncertain about the feasibility of what you want, consider stating the need as a goal rather than as a requirement. If you can’t back off to a less demanding but obviously feasible requirement, you will have to identify the requirement as a risk and monitor it with other risks and issues throughout the project.


They meet a specific project or customer need


A requirement is a basically a statement of something someone needs. The something is a product or solution that performs a service or function. The someone may be a company, a user, a customer, support, testers, or another product.


Generally, you must distinguish between needs and wants. Even if it is verifiable, attainable and well stated, a requirement that is not necessary is not a good requirement. The definition of need will depend on the context or circumstances. For instance, if you are spending taxpayers’ or shareholders’ money, need will be narrowly defined. For commercial products, a consumer want is a need for your product when it tips the consumer’s buy decision in your product’s favor.


They are clear and concise…and understandable


A good requirement cannot be misunderstood. It expresses a single thought. It is concise and simple. The more straightforward and plainly worded, the better. Use short, simple sentences with consistent terminology for requirements. If possible, decide on specific names for your solution or product and deliverables and refer to them by name alone in your requirements. Use consistent language. As you define subsystems, name them also and refer to them only by those names. Use acronyms if you have to in order to keep them short. The less complex and more consistent everything is from requirement to requirement, the better. Too many words and too many references breed inconsistency and confusion.


They are somehow verifiable


A requirement must state something that can be verified by inspection, analysis, test, or demonstration. As you review a requirement, think about how you will prove that the product meets it. Determine the specific criteria for product acceptance, which will ensure verifiable requirements.


Summary


Requirements will never be perfect. You could write books about your customer’s requirements and still leave something out. But do make sure that they are as detailed as possible. Do this test…do you feel comfortable building a solution against them? If you don’t, then they probably are not detailed enough. Go back and do more work.

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Macs 4 Cancer Kids - Give a Little Today to Reach the August Goal

8/26/2021

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I’m trying to reach a goal of $1000 in donations for my “Mac 4 Cancer Kids” foundation by the end of August. More has come in towards that but I’m still $583 short with only 5 days to go. Please consider a donation of any size to help me get there. Go here today to donate. It would mean a lot to me and to my son who is battling it. Thank you!

​https://gofund.me/13dc64b9

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How To Deal With Disagreements (Or Even Conflicts) On A Remote Team

8/24/2021

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One of the most important skills for a project manager is knowing how to navigate the complex relationships between people. We spend (on average) a third of our lives with coworkers, and that puts a lot of value on team chemistry and cohesion.

The COVID-19 lockdown changed that in a big way. Yes, many people transitioned to remote work — up to 42% of all employees across the U.S. found themselves working from home. But that only added new obstacles and complications around how people engage each other.  

Unfortunately, work relationships can often become a source of contention or frustration, especially as a project moves through its life cycle. That’s why knowing how to deal with disagreements, or even conflicts, can really help a remote team remain successful.

Workplace Conflict Isn’t A New Thing

It may sound counterintuitive, but the good news is that workplace conflict isn’t new to the COVID-19 era. According to one study from 2019, 28% of surveyed people had left a job because of conflict in the workplace. 

That’s certainly a disappointing number, because it suggests multiple failures among the leaders in those companies and industries. But one positive takeaway is that this widespread issue also means that experts have been investigating — and sharing resources on — this topic in a way that applies to any sort of collaborative endeavor.

As a project manager, you will most likely be in situations where people will come to you with complaints or grievances. They may present these things as problems with their own processes, schedules, or responsibilities.

But in many cases, that will involve pulling in another team member. One unfortunate byproduct of this is that when you share one person’s complaints to someone else, there’s always a possibility it might come across as an attack on their person, work ethic, etc.

(While any employee grievance should be taken seriously, there may be times when the complaint is a much more serious one. Respecting the team members’ privacy and maintaining a neutral stance are particularly important in those situations.)

No two workplace conflicts will be the same, but you should still take the same approach to how you deal with them. Whether you’re looking into scheduling complications or dealing with disagreements on a remote team, having a consistent approach will help streamline the process. 

Strategies For Resolving Disagreements

An important place to start is by how you approach the people involved in the situation, whether it’s an outright “disagreement” or an issue that indirectly affects a second person. When you approach both parties involved — and you should approach them directly — start by focusing on the behaviors or obstacles that are the source of the conflict.

“Every time you say or do [insert grievance here]...” might seem like a natural way to start the conversation. But if you generalize your observation, it can seem more like an attack on their character rather than a question about a past situation. The more specific you can get, the more likely the person will be able to isolate the behavior or event in question.

You should also ask a lot of follow-up questions to make sure you understand each party’s grievances, and also figure out their perspective behind the conflict. The more information you can draw out of them, the more likely you’ll be able to find a comfortable solution...even if that means asking tough questions.

In fact, that’s one of the most effective ways to confront conflict in the workplace. Once you understand both sides of the disagreement, you’ll be able to frame the conversation in a way that presents common ground everyone can agree on. This provides a goal to work towards, and also reestablishes a sense of collaboration as both parties move towards that resolution.

Conflict Resolution For Remote Teams

As a project manager, you may already have most of the tools — or previous experience — you need to deal with a disagreement and help everyone involved move past it. But once you reach that stage, it’s not quite time to sit back and relax.

Once you’ve spoken to both parties and helped them understand the underlying obstacles, it’s time to step back from the meeting and come up with a plan. This is important for two reasons: It measures progress towards the planned resolution, and it also helps both parties avoid future or recurring issues.

Maybe you need to shift responsibilities for the people involved, or move deadlines, or even look into rotating team members. These “next steps” are even more important in remote work environments where interactions tend to feel more impersonal or isolating.

There are dozens of tactics on how to smooth out the rough edges of remote work. But perhaps the most effective is by utilizing the tools available to you.

Collaboration leads to communication, which in turn builds comfort between people. And team members who get along are much more willing to voice questions or concerns before they develop into conflicts. This is something that project managers can facilitate, regardless of whether people are working together in an office or across the world.

Because, like most things in life, preventative action is often a better route than reacting to problems as they arise.  

Drew Gula is the copywriter at Soundstripe, a company that helps businesses learn how to add music to a video by providing resources like royalty free sports music.
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    Brad Egeland


    Named the "#1 Provider of Project Management Content in the World," Brad Egeland has over 25 years of professional IT experience as a developer, manager, project manager, cybersecurity enthusiast, consultant and author.  He has written more than 8,000 expert online articles, eBooks, white papers and video articles for clients worldwide.  If you want Brad to write for your site, contact him. Want your content on this blog and promoted? Contact him. Looking for advice/menoring? Contact him.

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