Here's how you can impress your superiors with your ability to handle complex projects and tasks.

Some ideas to get started on a complex project or task: - Align on the goals with leaders and decisionmakers - Agree on roles and expectations with stakeholders - Develop a roadmap and metrics to measure progress against it - Communicate clearly and document decisions - Get feedback - Things will change! Stay positive, assess impacts, make a decision and adapt - Build a great team dynamic: respect everyone's time, recognize wins, have fun, and keep things moving towards the goals

1. Feasibility study and the use of data helps us to come up with a good plan. 2. Co-creation with partners and stakeholders help in identifying roadblocks

A very important step in planning is to accurately define the problem. Conduct stakeholder interviews, ask clarifying questions to ensure you understand the problem statement, the project scope, goals, deliverables, deadlines and stakeholders expectations. Document all the data you collected, start communicating and sharing your findings every step of the way. Use shared doc, dashboard etc., you can never over communicate. There are many project management tools out there, choose one that most comfortable for you. As long as you get your message across, there’s no need to have fancy tools. Simplicity is efficiency.

When communicating goals, requirements and objectives with stakeholders and project team members, don't just read them off the documentation verbatim. Talk about them in your own words, and ask your project partners to describe what it means to them. This will allow you to identify interpretation misalignment early and collaboratively address it before it causes an impact.

Clear objectives are the foundation for a successful project. They define the project's purpose and serve as the benchmark for measuring success. Without clear objectives, a team can easily waste time and resources on tasks that don't contribute to the project's ultimate goals.

In addition to SMART objectives, consider the following: - Set goals that motivate you personally and professionally. Having an emotional connection to your objectives will drive you to achieve them. - Break down larger goals into smaller, manageable steps. This allows you to track progress and stay focused on the process. - Be realistic yet challenging. Objectives should stretch your abilities but remain attainable.

La méthode SMART est outil simpliste mais puissant qui permet de définir des des objectifs précis et clairs afin de les atteindre dans un temps prédéfini.

Setting clear objectives can set up a project for success from the beginning. In addition to the objectives themselves I would include engagement and participation expectations on the project. Clarity on WHAT the team is trying to solve for reduces scope creep.

- Clarify the objectives, contract, and leaderships vision. There are times where not everyone's voice made it to paper, and there are information and opportunities there. - Leverage emerging technologies to modernize and find efficiencies. - Look for ways to trim costs and labor time not just in the project, but operational & maintenance costs. - Build the highest performing team you can. A smart team that works well together is basically unstoppable. - Lay out your roadmap, review and revise with your team and client. - Look down the road, anticipate issues, QA and QC work, and keep security at the forefront from the beginning. - Communicate progress to all involved, highlight achievements and efficiencies/savings that have been created

L'un des outils importants en gestion de projet reste le PDCA qui permet de mesurer l'impact des actions entreprises pour améliorer les résultats du Projet qui par sa nature même se limite dans le temps. Gérer un projet c'est identifier préalablement l'ensemble des parties prenantes notamment le client , le bailleur mais aussi et surtout ceux qui vont exécuter le projet. Mobiliser les ressources humaines nécessaires, répartir les tâches et avoir une vision globale de l'avancement des autres tâches du projet reste alors essentiel. Convaincre lors des négociations, le bailleur à vous affecter les ressources financières nécessaires à la réalisation du Projet reste également un des défis importants.

It requires systematic approach where you plan and break down it in steps. Be cognizant of resources in hand while planning. Your ability to communicate it vertically and horizontally. Embed your monitoring tools and diligently follow them for review and course correction.

Resource allocation needs to be considered at the same time project scope is determined. Both should align with the organization's strategic plan. Such an approach requires the setting aside of personal projects or ideas and focusing on how the task aligns with the strategic plans in place. Otherwise, the task can become unwieldy and run off track and off budget. Fiscal responsibility is critical for higher education institutions in 2024, and assuring project scope and resource allocation are aligned with strategic plans can demonstrate productivity and sound budgetary approaches.

1. Understand what the project needs. 2. Figure out what resources (like people, equipment, and budget) are required. 3. Check what resources are available. 4. Decide which tasks are most important and do those first. 5. Assign tasks to the right people based on their skills. 6. Keep an eye on how resources are being used. 7. Be ready to adjust your plans as needed. 8. Make sure everyone on the team communicates well and works together.

Yes, by proactively intriguing and creating pathways of possible problem solving will speak magnitudes to your project team, clients, and any reporting parties about your comprehensive ability to not only handle what’s in front of you but be equipped with the forward thinking thru any potential issues. This not only could help save valuable time and people based resources but also could be financially favorable.

From project planning and kickoff, I like to anticipate risks with my team & keep a risk log. I have found the PrOACT model helps when planning for risks and defining risk tolerances for each project.

Absolutely! Identifying potential risks early, assessing their impact and probability, and developing proactive mitigation strategies are key steps in safeguarding the success of a project. Additionally, clear communication of risk management plans to both the team and superiors ensures alignment and transparency, fostering a collaborative approach to addressing uncertainties.

Identifying KPIs is the first step to project victory. Project tracking tools don't need to be elaborate. In my personal and professional experience, I've found that even a simple Excel spreadsheet can be a powerful tool for tracking activities, making comments, and noting important dates. To track progress correctly, it's crucial to identify what "progress" means for your specific project. Planning and tracking a schedule are pointless if the project tasks and activities are poorly defined and understood.

Establishing and tracking KPIs is extremely important and useful in measurement of and communication about project health at any point of project lifecycle. While identification of appropriate KPIs help in defining quantifiable project success criteria, measurement of right KPIs help to understand the health of the project at any point of time. KPIs are many a times the best way to communicate about project heath to the non-technical senior management. Right KPIs are the pillars of Data driven decision making.

1. Establish KPIs: Define specific KPIs that align with the project's objectives and goals. 2. Select Project Management Software: Choose a project management software tool that suits your project's needs and allows you to track and monitor KPIs effectively. 3. Monitor KPIs: Regularly track and monitor the identified KPIs using the project management software. 4. Generate Reports: Use the project management software to generate concise reports. 5. Communicate with Superiors: Share the progress reports with your superiors on a regular basis. Communicate any challenges, successes, 6. Make Data-Driven Decisions: Use the insights gained from tracking KPIs to make informed, data-driven decisions about the project.

Listen actively, ask clarifying questions, and respond promptly to inquiries. Active listening prevents misunderstandings and builds trust. Know your audience's context, including their psychological state, communication preferences, and background. Tailor your approach accordingly to ensure the message resonates. Be clear, concise, and use plain language. Stress reduces attention spans, so communicate key points simply and directly, avoiding jargon and unnecessary details.

A communication plan should be a part of the project planning, which includes stakeholders, method of communication, and frequency. Biggest lesson learned as a PM was to not assume people understood a project change or request. Repeat the change at least 3x in a meeting then follow up with individuals to make sure there is alignment and clarity.

Learned from experience: over communication is better than insufficient communication. Project stakeholders and sponsors do not have time to go along the project and keep themselves up to date with every single event in the project. They need to be fed with periodic structured, relevant and useful information that will help them to make necessary decisions or to keep their higher management informed.

We can't go far in project management without talking things through! Just like I tell my team, it's as much about the project itself as it is the people working on it. That's why I'm a big fan of "Management by Walking Around." It's a fancy way of saying you chat with your team regularly. This keeps everyone on the same page, lets you help them out right away if they get stuck, and shows you trust them. Basically, it builds a better team environment, which means smoother projects for everyone.

Be thorough but concise. When giving updates or explanation it’s helpful to offer structured guidelines for a verbal report, “This should take 15 min, I’ll give an overview, highlight timeline with 2 obstacles, and 6 specific progress points with context and the teams recommendations, then 10 to 15 min discussion if necessary.”

Don't worry about trying to impress your boss, your boss's boss, or anyone else. I seriously do not do my job well to impress my bosses. My focus is on helping the organization become better. Be concerned with delivering a quality product or service that aligns with the organizational need and is delivered on time and on budget. Focusing on the daily, weekly, monthly, and perhaps yearly deliverables in a measured and productive manner means that you are a great systems manager who understands the risks and rewards of assuring a project can be presented on time and aligned with organizational strategy. Realize that once the project is delivered, in the spirit of continuous quality improvement it will be time to revise that project.

Flexibility is key in your project execution which is where agile and iteration practices comes in. Always take feedbacks and use it to reevaluate your means and how of delivery and problem solving. Your solutions should be user centred.

It's always good to have a clear set of aims and objectives, but these days of fluidity and agility mean that they can be more of a sense of direction than a destination. Keep reviewing the the aims and objectives are true Keep communication high Keep an open mind and allow for flexibility Balance the People and the Task stuff, in doing so give people as much agency as possible.

Transparency and honesty will gain trust and respect - ESPECIALLY when a risk materializes that the team identified or a failure occurs. Being adult and stepping up to manage the results of the failure with clear actions and follow up at agreed upon due dates emphasizes their ability trust you and that you will follow through on actions - even when it is hard.