Skip to main content

Virtual Project Supervisors



Exactly why is there such a goal project managers being on site all day, day-to-day? Am i not the only the one which has pointed out that? Whenever I talk with clients or colleagues about PM positions whether a lot of the time or on contract, the focus appears to always be on being on site all of the time. In today's world of worldwide projects and excellent technology, I would send that being on site could sometimes be a hindrance.
I understand, obviously, that on projects in which the team is there each day focusing on tasks and gifts, and so forth, someone needs to be there to answer questions, provide leadership and ensure things are moving as organized. I have been on many projects where this is the case and I have found that sometimes it is harmful to the team to offer the PM around all the time. Teams can use the PM as a crutch where, rather than exploring the answer to something or sharing the information with one another, everything needs to funnel through the PM HOURS. This brings about a dangerous level of dependence on the PM and does indeed not evoke a really having faith in environment. If I are unable to trust my team to work on their jobs and deliverables just because I am not there watching over their shoulder muscles, then maybe I have the wrong team.

When a PM's job is to provide leadership, manage associates, communicate to leadership, use suppliers and ensure goals and objectives are bring met, then how come being there every day mean all of this will be performed? Are Presidents and CEOs present day-to-day at their workplace? Definitely not, yet amazingly work seems to get done. My fear is that the world of task management has become one of controlling, not of providing skills and knowledge to successfully implement tactical initiatives. It has become a question of how often can you be here, not what value is the organization heading to get because of this with this project.

With today's technology, I am reachable exactly where I might be, whether on outdoor, at a conference or within my office. Through phone or email, I can almost always be reached (except on planes, but that is beyond my control) If perhaps there are issues on a project, I can be reached, even if I am not on site. My MO is to check in with my project teams on a regular basis through in person meetings, phone and email, but not to be on site all day everyday for living of a project. I actually have found this works effectively because it develops independence within the team, but also provides a safety net of communication when issues do occur. I encourage my clubs to call me when they need to and i also like to create open dialogue. If perhaps we see the results, then there is no relevance whether I was on site or not. You can call myself the Virtual Project Supervisor!

Comments

Post a Comment

Popular posts from this blog

Project failure and how to take control

In recent times, it's become apparent that a major contributor to success or failure on software projects has to do with team communication, both internally and outwardly. From a systems view, creating great application is about taking expert thinking and domain knowledge, and then effectively moving it about the team in short reviews loops. This rapid-fire venture and conversation is what blends the minds of a team in both an additive and combinatorial process to create top quality killer apps. Killer software are essentially software models of the thinking mind, in order for normally stupid device to mimic the logic of intelligence creatures. Three key ingredients often determine project failure or success: domain knowledge, deadlines, and dialog. You can think of them as "The Three Ds. inch Domain knowledge is evident. It takes smart people with the right knowledge to create the right stuff. Deadlines are also critical - there must be satisfactory time to make things
Post a Comment
Read more

How to deal with project executives.

Right now, when I say deal with, of course I do not mean a great away Battle Royal cage go with your Project Executive (PE). After all, when you come to a point in the project and you and the PE differ, fundamentally (on a specific merchant, let's say). Let's presume, for the purpose of this article, you have already sat down and reviewed the issue on sensible conditions and you still both sit on contrary sides of the concern... what do you do? As the Project Supervisor (PM), you are in charge of ensuring the achievements of the project. As the PE, your colleague will be accountable for the success of the job. You both have a lot at stake, so some discussions can get quite heated. There are a few things you can do to solve this: Try to determine the PE's motivation for their decision. Are they determined purely by the success of the project, and there other areas that may be influencing them? Their boss? Office national politics? Desire to be acknowledged? After get
Post a Comment
Read more

Capable Resource Management

Previous those days when the world was driven by the barter system, it was really hard to determine the value of an item or an enterprise. Man invented money which became the regular factor in deciding the worth of any useful resource or an object. This is said that, all it requires is a bright idea to take on the market, but the key part is to survive in this at any time growing competitive world. For just about any enterprise to have a healthy grip of this market, it can be necessary that they have a capable resource management in place. An organization can have the best employees earning money for them, but if they are not doing the right work with the right time, they are not doing much to returning the business. So, managing both individuals and non-human resources is a crucial starting for any organisation. Most of the time, such resources are existing across different location. TouchBase - Resource management tool allows organisations to obtain their own common refere
Post a Comment
Read more