” Expert power, personal power, and reputation are very important for project managers. It is necessary to strengthen these and to develop an awareness for the power conditions that are permanently changing in projects.
– K. Moser et al. (Applied Psychology for Project Managers)
It is a core competency of project managers to be able to recognize when the feasibility of a project is at risk and to communicate this directly to the relevant decision-makers within the organization
– K. Moser et al. (Applied Psychology for Project Managers)
From Mind the Product, and good video on making the client the ultimate manager of the product.
“Execution has an impact on financial performance that is six
times higher than the impact of a strong strategy itself”
” Frontline employees are often not given the authority to make decisions and use their own judgment to create value for the customer and the organization. An “efficiency paradox” exists, whereby companies view employees as components of machinery, rather than as a motivated workforce that can make the difference in successful execution of the organization’s strategy.”
https://scholar.google.ca/scholar?q=organizational+transparency+drives+company+performance
Recently re-read this paper from 2000. Surprised that I still see so little of this 18 years on.
https://www.pmi.org/learning/library/competitive-advantage-strategic-project-leadership-554
This may be so, but I’m not sure who’s telling most companies. Archaic models of support built around rigid SLA’s still prevail.
Doesn’t all change produces opportunities?
https://www.cigionline.org/articles/there-economic-upside-changing-climate
This is one of the hardest lessons to learn in business. Clients typically will want everything they can get, as I would totally expect and do when I am the client. Sometimes, however, no is the correct answer.
