How to set yourself up for success with a positive and empowering mindset

How to set yourself up for success with a positive and empowering mindset

As you continue on your journey to become a better project manager and leader you may be considering which habits to kick and which habits to start embracing. But you are also aware that your good intentions – and new habits – may not stick.  In order to create a new habit and achieve your goals, you have to change from the inside out. You have to take control of your internal world so that your thoughts and feelings can positively influence your outer reality. The best way to do that is to  foster a positive and empowering mindset  that will allow you to pursue your goals without hesitation.  Let’s examine what this kind of empowering mindset looks like. I am in control and I choose my own responses The most empowering belief you can adapt is to know that you are in control and that you always have a choice. You choose your own beliefs, you choose what you want to focus on and you choose the decisions and the actions that you take. This is a very powerful belief system because it means that you take full responsibility for your actions without having to deflect blame onto others.

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Why do projects continue to fail – and what can we do about it?

Why do projects continue to fail – and what can we do about it?

You are probably as familiar with the statistics of failing projects as I am. A study by The Economist and the PMI shows that only 56% of strategic initiatives are successful whereas according to other studies the success rate is far lower depending on sector. The House of Commons in the UK for instance have reported that only one third of major government projects are delivered to time and budget. Projects fail because of unclear scope and success criteria, lack of strategic alignment, lack of change management skills, underestimation, inadequate risk management, and lack of buy-in and engagement from project sponsors. Shockingly, PMI’s Pulse report shows that despite it being a top driver of project success, fewer than two in three projects have actively engaged sponsors. That’s alarming! I wonder how the situation might be improved if project managers had better relationship-building and influencing skills. The report also shows that organizations are losing an average of $109 million for every $1billion spent on projects due to lack of focus on people, processes and outcomes. And that is in spite of more tools and techniques being available that help us keep track of the many moving parts of a project.

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Do you have the courage to face up to your project?

Do you have the courage to face up to your project?

We all know that managing a project can be emotionally draining. On a bad day we spend most of our time resolving issues, mitigating risks and dealing with conflict. This can be draining because the stakes are high and because we want to do our best to protect the schedule. After all, our job is to remove blockages and fix problems so that the project can be delivered without delays. But might there be another reason why we’d want to find a solution to a risk or an issue? Image courtesy of FreeDigitalPhotos.net Could it be, for instance, that we subconsciously find conflict, uncertainty and question marks so uncomfortable that we intuitively want to move away from them? Could it be that we hurry to find a ‘quick fix’ simple because we want to get away from an emotionally difficult situation

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5 ways to boost your AND your PMO’s value (Part 1)

5 ways to boost your AND your PMO’s value (Part 1)

Many PMO Directors want to provide value and actually think they are based on their “inside-out” view of the world. The “outside-in” perspective tells a completely different story, one that for many unsuspecting PMO Directors will have a very bad ending: their PMO will be disbanded and they will be looking for work. For the past two years, ESI International has conducted comprehensive global surveys of the State of the PMO, and analyzed scores of others. For more than four years it has engaged PMO Heads from every industry sector in round table events. And what the surveys reveal will startle, and educate, PMO Heads in every geography and industry sector. In short, what a PMO Head thinks they should be doing is, in fact, the last thing they should be spending your time on. I’ve taken those findings and boiled them down to 5 key takeaways; ways, in which value can be boosted

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Are you making any of these 10 process-related mistakes?

Are you making any of these 10 process-related mistakes?

Good project management is so much more than the application of processes – we know that. But although it’s people who deliver projects, processes support them in doing so and certainly have a place. Even with the best people it’s hard to deliver a successful project without a solid method for defining and controlling the project’s scope, requirements, benefits, costs, quality and risks. How unfortunate then, that many project managers make basic mistakes and fail to put in place a solid foundation based on which the project can progress.  Are you at risk of making any of the below process-related mistakes? 1. You fail to see the bigger commercial picture of the project: You assume that the sponsor or someone more senior has already produced a strong and viable business case and that costs and benefits stack up. 2

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