by clicking the arrows at the side of the page, or by using the toolbar.
by clicking anywhere on the page.
by dragging the page around when zoomed in.
by clicking anywhere on the page when zoomed in.
web sites or send emails by clicking on hyperlinks.
Email this page to a friend
Search this issue
Index - jump to page or section
Archive - view past issues
Project Manager : Project Manager Feb Mar 2014
www.aipm.com.au Project Manager 35 HOW IT WORKS Online survey systems can help organisations collect continuous feedback from staff, measuring satisfaction and employees' opinions of their own productivity. The programs can regularly email employees a series of short questions that staff can anonymously answer in a matter of minutes on a desktop or mobile device. Feedback is tracked in real time, so that employers can analyse trends in a timely manner on their live dashboard, predict risks earlier and respond to issues before it is too late. Employers can either set their own questions, or choose questions developed by external consultants, based on research into high-performing organisations. Choosing the set questions allows employers to track their results against benchmarks, making it simpler to spot problems or opportunities for improvement. Running a project rarely comes down to life or death (unfortunately it can), however there are some parallels for project leaders. At the beginning of the project, goals and objectives are set. ese are then often split into milestones and performance objectives, or hard measures. As the project progresses, leaders assess performance against these hard measures, and make adjustments accordingly. "Many AIPM members will be experts at using this data to forecast future performance, however a single event can change a forecast in an instant," Buchanan explains. "But what about the soft measures of project performance, like con dence, alignment and culture?" Buchanan believes that the best type of early warning system a company has involves employees and project personnel. "People have opinions and ideas, and if there is a problem within a project, there is a very strong chance that someone, somewhere, will have identi ed it before it became a signi cant problem," he explains. "Feedback about the soft measures of business performance represents an excellent lead indicator of future performance." A common way to seek feedback is to use sur veys, which are often conducted infrequently. Many organisations use sur veys to measure sentiment, opinion, and engagement. While this is better than not seeking any feedback at all, as tools to run projects, these sur veys tend to represent a moment in time. "Imagine if you took a sur vey of people sitting on the beach just prior to the tsunami," says Buchanan. "I am sure they would have said that everything is just ne." For this reason smart leaders implement additional continuous feedback systems to complement the management reporting cycle. By receiving timely infor mation about both opportunities and risks, leaders can make better decisions more quickly, communicate e ectively, ma ximise opportunities and minimise risks. ••• To nd out more about employee feedback platform Employee Life, visit: w w w.employeelife.com THE RIGHT SYSTEMS CAN GREATLY REDUCE RISKS AND DISASTERS
Project Manager Dec Jan 2014
Project Manager Apr May 2014