Every single one of us does projects - it is how we achieve any goal in our life. How well you do those projects decides your overall success in life. Project Management is not just for people who want to climb high up the corporate ladder; it is a critically important life skill for everyone who wants to make the most of their existence. According to the US Equal Employment Opportunity Commission (EEOC), the typical person is only working at 50 percent of his or her potential. Even making a modest improvement in how you do your projects can help you quickly rise above the mediocrity. Here are seven strategies for doing projects that can help you advance in your career and with your other important life goals.
According to speed-reading experts, we take in 2000 times more information than our conscious minds are aware. We do this through a multiple use of our senses - both by themselves and when used together. The better we can use our body in learning, the better we can learn. This is what we do when we craft learning experiences at Cheetah Learning – we help each student to leverage their whole body to learn faster and more effectively.
Technology is certainly part of your work in the supply chain. I've recently been contributing to a related site named "Enterprising CIO" where the focus is on technology leaders and how they can contribute to the success of their organizations. Here's the lead to one of my recent articles there. I encourage you to take a look at this and the other content. It may be useful to you.
The most effective CIOs demonstrate leadership by being proactive "Disruptors" who introduce new technologies, workflows and business processes to the workplace.
Let's put ourselves in the position of a financial analyst for your company's Supply Chain Management division. You will have a diversity of functions in your area of responsibility: CRM, EDI, Logistics, Procurement and others. Your challenge is to communicate effectively with a variety of individuals on the staff. Don't go over their heads with number-packed reports. Know the staff. They are "action" people. Bet you find they like words and graphs better. Use their language. Remember, your not in the hallowed halls of finance; you are out where the money is made (or lost).
Is your company on this list? If so you are probably already feeling the effects of the disconnect GXS has caused between you and your trading partners. Were you prepared for this and had your contingency plans in place, or did you suddenly find your orders and other transactions missing in action - effectively shut out from communication.
The newest and best PMBOK Guide is out, and we are here to welcome the Fifth Edition with a huge bear hug. Call us nerdy, but we like this edition the best yet. Why? Because we think that Stakeholder Management has been put in a corner for far too long, and it is great to see it out in its own knowledge area as it should be.
We all have experiences with situations we wish would be different. Short term encounters are easy to walk away from because there's usually little at stake. But longer term relationships, whether in business or in our personal lives are more difficult to walk away from. That doesn't make them any easier to deal with, but it does provide more incentive to make accommodations and look for ways to resolve differences. And the situations can get difficult when one side of the relationship seems to be bullying the other side.
Momentum is a very powerful thing. In physics, momentum = mass x velocity. The cool thing about momentum is that the faster an object is moving, the harder it is to stop. This is also true for any project that you are working on. Accomplishing project tasks (gaining "mass") in a quick and efficient manner (gaining "velocity") can create momentum for your project that can bear through the toughest problems and bring your project to completion.
The economics of EDI are closely connected with the politics of the supply chain. What started as a utility for moving order information between trading partners has become at times, a battlefield over territories and processes. As different companies and groups determine the most advantageous methods for themselves, there is a normal tension between what's best for one and what's good for the overall effort. And at some point the choices can approach a tipping point at which decisions that had been historically unthinkable become more appealing than following the pressures being applied by the dominant forces. Are we approaching a tipping point?