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Contenido proporcionado por Bob Evans. Todo el contenido del podcast, incluidos episodios, gráficos y descripciones de podcast, lo carga y proporciona directamente Bob Evans o su socio de plataforma de podcast. Si cree que alguien está utilizando su trabajo protegido por derechos de autor sin su permiso, puede seguir el proceso descrito aquí https://es.player.fm/legal.
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Building a Blueprint for IT Project Resilience | Tinder on Customers

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Manage episode 403994877 series 2536260
Contenido proporcionado por Bob Evans. Todo el contenido del podcast, incluidos episodios, gráficos y descripciones de podcast, lo carga y proporciona directamente Bob Evans o su socio de plataforma de podcast. Si cree que alguien está utilizando su trabajo protegido por derechos de autor sin su permiso, puede seguir el proceso descrito aquí https://es.player.fm/legal.

Episode 38 | IT Project Mastery

The Big Themes:

  • Handling turnover: Partners should recognize turnover as an inherent facet of dynamic IT projects. It's important to obtain commitment, preferably in written statements within the project's scope to ensure the assigned team's stability. Such statements can offer a safeguard against abrupt team changes and provide a foundation for trust between partners and clients.
  • Role of a "releader": The term "releader" is introduced. It refers to individuals inheriting a project or leadership role. They navigate pre-existing frameworks and dynamics. Successful releaders need qualities such as patience, people management skills, and the ability to problem-solve inherited issues. Author Jon Casteen introduced the concept in his book ReLeader: How to Fix What You Don't Break.
  • Strategic vision: Project leaders should cast a clear vision for change and address reasons behind project scope or timeline modifications. Open communication gains team buy-in. Simultaneously, leaders are urged to avoid overly aggressive changes. They must strike a delicate balance between promptly addressing critical issues and preventing unnecessary disruptions during the ongoing project.

The Big Quote: “Typically, you have to fix the plane while the plane is in flight. And so, you want to minimize the feeling of disruption, internally, while still being clear that the vision and goals are going to be realized within time."

  continue reading

456 episodios

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Manage episode 403994877 series 2536260
Contenido proporcionado por Bob Evans. Todo el contenido del podcast, incluidos episodios, gráficos y descripciones de podcast, lo carga y proporciona directamente Bob Evans o su socio de plataforma de podcast. Si cree que alguien está utilizando su trabajo protegido por derechos de autor sin su permiso, puede seguir el proceso descrito aquí https://es.player.fm/legal.

Episode 38 | IT Project Mastery

The Big Themes:

  • Handling turnover: Partners should recognize turnover as an inherent facet of dynamic IT projects. It's important to obtain commitment, preferably in written statements within the project's scope to ensure the assigned team's stability. Such statements can offer a safeguard against abrupt team changes and provide a foundation for trust between partners and clients.
  • Role of a "releader": The term "releader" is introduced. It refers to individuals inheriting a project or leadership role. They navigate pre-existing frameworks and dynamics. Successful releaders need qualities such as patience, people management skills, and the ability to problem-solve inherited issues. Author Jon Casteen introduced the concept in his book ReLeader: How to Fix What You Don't Break.
  • Strategic vision: Project leaders should cast a clear vision for change and address reasons behind project scope or timeline modifications. Open communication gains team buy-in. Simultaneously, leaders are urged to avoid overly aggressive changes. They must strike a delicate balance between promptly addressing critical issues and preventing unnecessary disruptions during the ongoing project.

The Big Quote: “Typically, you have to fix the plane while the plane is in flight. And so, you want to minimize the feeling of disruption, internally, while still being clear that the vision and goals are going to be realized within time."

  continue reading

456 episodios

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