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Seven Habits of True Project Leaders: Habit #7

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of being a stark realist.

Habit #7: Scope Changes Are Second Nature

As the old saying goes: How does a project fall a year behind schedule? One day at a time! If you ran a post-mortem for all of the projects that have failed in your organization, the most common cause of death would likely be scope creep. (more…)

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Seven Habits of True Project Leaders: Habit #6

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of airtight communication.

Habit #6: Stubbornly Sticks to Reality

The ideal project manager would make for a lousy politician. The project manager’s job isn’t to inspire optimism, but to tell you why a project might fail and to inform you when it’s failing. (more…)

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Seven Habits of True Project Leaders: Habit #5

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of administrivia.

Habit #5: Enables Airtight Communication

Every hiring manager knows to emphasize “communication skills,” but this generally refers to someone’s individual ability to speak well. Equally important is the insistence to put the plan and infrastructure in place that enables communicating in the first place. (more…)

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Seven Habits of True Project Leaders: Habit #4

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed risk management.

Habit #4: Strong Attention to Detail

When people think of a leader, they don’t generally think of someone who dots the Is and crosses the Ts. When managing projects, especially the control activities during execution, the ability to flawlessly execute on the minutia is crucial. (more…)

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Seven Habits of True Project Leaders: Habit #3

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post discussed the importance of the architect.

Habit #3: Doesn’t Gamble with Other People’s Money

Leadership is often associated with bravery and fortitude, but you don’t want to trust the helm to someone who exposes your organization to unnecessary risks. (more…)

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Seven Habits of True Project Leaders: Habit #2

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This series covers highlights the seven habits that are highly ingrained in project leaders who are capable of consistently delivering project success.  Our last post introduced the topic and discussed the project charter.

Habit #2: Demands a Strong Architect

A strong leader relies on the support of their team members, especially in areas where the project manager is either weak or not expected to have a certain skill in the first place. (more…)

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Leadership Is Taken, Not Given – Part 1: Doing the Al Haig Thing

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Project managers face a paradox. The ultimate responsibility of project success falls on us, so clearly we are the leaders. Yet, the matrix structure of organizations leaves us with very little tangible power—we can’t lead through traditional leverage (eg: hiring and firing) and, since we’re not in direct, day-to-day interaction with the project, we can’t even lead by example.

As easy as it is to get caught up in the hard skills that directly relate to our job description—making project documents, setting schedules, using project management technology, etc—this isn’t what separates the effective from the ineffective. (more…)

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