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Project Manager : Project Manager June July 2013
www.aipm.com.au Project Manager 37 As an example, a project health check might show that performance against the 'communication objective' is low due to meeting ine ectiveness. A coaching process can then be put in place to improve the e ectiveness of meetings. In this process, coaching is speci cally targeted at project outcomes. Coaching is also vital to: • Maintain team motivation, commitment and focus • Promote efective communication • Eradicate inappropriate behaviours, such as intimidation. Crucially, the coaching approach adopted should be tailored to the project environment and supported by project management methodologies. is means monitoring performance against realistic KPIs to ensure progress is monitored and the desired objectives achieved. A variety of accredited team and individual pro le tools may be useful for e ective coaching. 4 Close out It's likely your organisation is running multiple projects at any given time -- so learning from them is vital to improving performance. Organisations must therefore take a proactive and collective approach to gathering feedback. ere is a range of collective approaches, but getting the team together to discuss the project delivers the greatest bene ts. An e ective 'lessons learnt' workshop will help assess the team's performance; evaluate the processes followed; identify positive and negative attributes; and, implement an action plan to improve future project performance. To ensure your workshop is a success: • Don’t let it become another inefectual meeting • Avoid the blame game, fnger pointing and being too subjective • Make sure you have a process to ensure action • To create a learning culture – don’t make them optional. Communication, e ective relationships and teamwork have a major impact on project success and can be quanti ed, quali ed, monitored and controlled. e medical and shipping industries are now adopting similar approaches to the CRM in aviation and the construction sector needs to follow suit -- particularly on complex projects -- to create high performance, collaborative teams and improve project success. ••• FURTHER READING Hayden W. 'Human Systems Engineering, A Trilogy. Part 1: Elephant in the Living Room'. Leadership and Management in Engineering 4(2), April 2004: 61-71.
Project Manager Apr May 2013
Project Manager Aug Sept 2013