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SMART Goals are Comfort Zone Goals

SMART Goals are Comfort Zone Goals | Project Management and more | Scoop.it
Summary of a research study into whether SMART goal-setting approaches really stretch us out of our comfort zones to achieve courageous goals
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Also Read: http://challengingcoaching.co.uk/wp-dev/wp-content/uploads/2012/12/Are-SMART-goals-dumb.pdf?9d7bd4

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How to Sabotage Work in Projects!

How to Sabotage Work in Projects! | Project Management and more | Scoop.it

 

I believe that anyone who has worked in large bureaucratic organizations or participated in large projects has seen most of the techniques below in action!

Nicos Kourounakis's insight:

 

A Selection from CIA’s now de-classified “Simple Sabotage Field Manual”. Look for the section on "General Interference with Organizations and Conferences". 

 

1. Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.

 

2. Make “speeches,” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences.


3. When possible refer all matters to committees, for “further study and consideration”. Attempt to make the committees as large as possible – never less than five.


4. Bring up irrelevant issues as frequently as possible.


5. Haggle over precise wordings of communications, minutes, resolutions.


6. Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.

 

7. Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable” and avoid haste which might result in embarrassments or difficulties later on.

 

8. Be worried about the propriety of any decision – raise the question of whether such action as is contemplated lies within the jurisdiction of the group or whether it might conflict with the policy of some higher echelon.

 

9. Demand written orders.


10. "Miss-understand" orders. Ask endless questions or engage in long correspondence about such orders. Quibble over them when you can.

 

11. Do everything possible to delay the delivery of orders. Even though parts of the order may be ready beforehand, don't deliver it until its completely ready.

 

12. In making work assignments, always sing out the unimportant jobs first. See that important jobs are assigned to inefficient workers with poor equipment.

 

13. Insist on perfect work in relatively unimportant products send back for refinishing those which have the least flaws. Approve other defective parts whose flaws are not visible to the naked eye.

 

14. When training new workers, give incomplete or misleading instructions.

 

15. To lower moral and with it production, be pleasant to inefficient workers; give them undeserved promotions. Discriminate against efficient workers; complain unjustly about their work.

 

16. Holdmeetings when there is critical work to be done.

 

17. Multiply paperwork in plausible ways. Start duplicating files.

 

18. Multiply the procedures and clearances involved in issuing instructions, making payments, and so on. See that three people have to approve everything where one would do.

 

19. Apply all regulations to the last letter.

 

20. Misfile essential documents.

 

21. In making copies, make one too few, so that an extra copying job will have to be done.

 

22. Spread disturbing rumours that sound like inside information.

 

23. Work slowly. Think out ways to increase the number of movements necessary on your job.

 

24. Contrive as many interruptions to your work as you can. When you go to the lavatory, spend longer time there than necessary. Forget tools so that you have to go back after them.

 

25. Even if you understand the language, pretend not to understand instructions in a foreign language.

 

26. Pretend the instructions are hard to understand, and ask to have them repeated more than once. Or pretend that you are particularly anxious to do your work, and pester the managers with unnecessary questions.

 

27. Do your work poorly and blame it on others, bad equipment etc. Complain that these things prevent you from doing your job right.

 

28. Never pass on your skills or experience to a new or a less skilful workers.

 

29. Snarl up administration in every possible way. Fill out forms illegibly, so that they will have to be done over; make mistakes or omit requested information in forms.

 

30. Give lengthy and incomprehensible explanations when questioned.

 

31. Act stupid.

 

32. Be as irritable and quarrelsome as possible without getting yourself into trouble.

 

33. Misunderstand all sorts of regulations...

 

Also read the whole PDF here: https://www.cia.gov/news-information/featured-story-archive/2012-featured-story-archive/CleanedUOSSSimpleSabotage_sm.pdf

 

Also See: http://www.scoop.it/t/project-management-and-more/p/3994938542/6-symptoms-of-a-self-made-saboteur

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John Wade: pragmatic support for law firm leaders's curator insight, February 1, 2013 3:13 AM

I've worked in organisations like these, and with people like these. I'm sure we all have, from time to time.

 

The one action I'd add is to "agree with everything, promise everything, and deliver nothing. Classic passive/aggressive behaviur is gauaranteed to frustrate progress. After all, who needs it..."

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Hostage Negotiation Techniques That Will Get You What You Want

Hostage Negotiation Techniques That Will Get You What You Want | Project Management and more | Scoop.it
How do hostage negotiation techniques get people to change their minds? Learn the six techniques FBI experts developed to influence and persuade anyone.
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Belbin Team Roles | Belbin

Belbin Team Roles | Belbin | Project Management and more | Scoop.it
To help us identify which combination of the Team Roles a person exhibits, we produce personalised behavioural Reports for both individuals and teams.
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Changing the way we manage projects could change the world

Changing the way we manage projects could change the world | Project Management and more | Scoop.it

We need to widen our perspectives on project management, thinking more strategically of projects as a means of realising strategies. Projects are about getting things done, in the most effective and sustainable manner.Project managers are not only ‘coordinators’; more importantly, they are entrepreneurs. This means people with the courage to create something innovative and thus moving the world forward.

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The Secret to Stakeholder Management

The Secret to Stakeholder Management | Project Management and more | Scoop.it
By Mario Trentim

 

According to Le Chatelier’s Principle, any change in the status quo prompts an opposing reaction in the responding system. Although Henry Louis Le Chatelier was a

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Team Happiness Chart

Team Happiness Chart | Project Management and more | Scoop.it
Happiness chart concept is simple: everyone every day draws a happy / neutral / sad face. It is a leading indicator of what is happening in a project.
Nicos Kourounakis's insight:

See also:

 

Happiness Index as Team Sustainability Metric

http://linkis.com/brodzinski.com/2014/eayEK

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Thoughts on the effective pursuit of success

Thoughts on the effective pursuit of success | Project Management and more | Scoop.it

Why do smart people do dumb things? Why are the most intelligent or privileged people not necessarily the happiest ones? What does it take to become "successful"? What is Effective Intelligence (FI...

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The Flow Model: Balancing Challenge and Skills

The Flow Model: Balancing Challenge and Skills | Project Management and more | Scoop.it
Learn how you can use the Flow Model to be more productive.
Nicos Kourounakis's insight:
See also: http://en.m.wikipedia.org/wiki/Flow_(psychology)andhttp://myweb.stedwards.edu/michaelo/2349/paper1/ConceptOfFlow.pdf
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Stakeholder Engagement - Have we really moved on?

Stakeholder Engagement - Have we really moved on? | Project Management and more | Scoop.it
We all know how important stakeholder engagement is to enabling change. It is the activity that gives us interaction with stakeholders and hopefully traction. If you don’t engage with people how wi...

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Project management leadership

Project management leadership | Project Management and more | Scoop.it
Skills required in successful project managers. Strong leaders must inspire and support colleagues, as well as have technical expertise.
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Inside The Mind of a Freelancer [Infographic] | Daily Infographic

Inside The Mind of a Freelancer [Infographic] | Daily Infographic | Project Management and more | Scoop.it
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Collective Intelligence & Project Management

Collective Intelligence & Project Management | Project Management and more | Scoop.it
A new generation of Web-based tools is unleashing the power of collective intelligence and changing the pattern of project management. It allows associates to collaborate on project plans.
Nicos Kourounakis's insight:
(Aristotle, excerpt from Politics, Book III, Chapter XI):

 

“The principle that the multitude ought to be supreme rather than the few best is one that is maintained, and, though not free from difficulty, yet seems to contain an element of truth.

 

For the many, of whom each individual is but an ordinary person, when they meet together may very likely be better than the few good, if regarded not individually but collectively, just as a feast to which many contribute is better than a dinner provided out of a single purse.

 

For each individual among the many has a share of virtue and prudence, and when they meet together, they become in a manner one man, who has many feet, and hands, and senses; that is a figure of their mind and disposition.”

 

See also: 

http://www.slideshare.net/Olivier_Zara/managing-collective-intelligence

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Top 10 Critical Success Factors for project

The CHAOS reports (2009) lists the following Success Factors:

1. User Involvement

2. Executive Support

3. Clear Business Objectives

4. Emotional Maturity

5. Optimization

6. Agile Process

7. Project Management Expertise

8. Skilled Resources

9. Execution

10. Tools and Infrastructure.

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Change Management: Everything You Need To Know

Change Management: Everything You Need To Know | Project Management and more | Scoop.it
A complete guide to change management and how you can use it for your business (including a step-by-step process).

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Ian Berry's curator insight, June 15, 2015 7:01 PM

Like the model Don't like the term change management Do like the term change leadership

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Is project management really rocket science?


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Philippe Vallat's curator insight, March 24, 2015 11:21 AM

I strongly disagree with Ralf's statement pretending that "Projects are not complex. (...) People and poor management of the project are what make project management complicated."

It's a kind of insult to me, could be read as "Projects are basically easy, the world is basically perfect, BUT we have bad luck having to deal with humans...". It's a denial of reality, seing problems and risks where there is creativity and life.

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Performing a Project Premortem

Performing a Project Premortem | Project Management and more | Scoop.it

Projects fail at a spectacular rate. One reason is that too many people are reluctant to speak up about their reservations during the all-important planning phase. By making it safe for dissenters who are knowledgeable about the undertaking and worried about its weaknesses to speak up, you can improve a project’s chances of success.

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33 Conflict Management Resources For Project Managers

33 Conflict Management Resources For Project Managers | Project Management and more | Scoop.it
Is your project failing because of too many conflicts? Get the conflict management resources you need to solve your project conflicts.
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How to Develop your Career In Project Management

How to Develop your Career In Project Management - Strategies, Tactics and Tools. Is becoming better at what you do bringing you any closer to what you want to…
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How to structure a Change Management Strategy

How to structure a Change Management Strategy | Project Management and more | Scoop.it
Objective A clearly defined Change Management Strategy is essential to achieve the desired future state envisaged through a change programme. It enables the

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Miguel Paul Trijaud Calderón's curator insight, June 28, 2014 10:43 AM

Change Management - Project Planning.

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Lean & Green Project Management

Lean production philosophy has influenced profoundly the way many manufacturing businesses work today. However, lean philosophy has also been adapted and applied to project work influencing project management approaches with the ultimate goal of reducing/eliminating waste of all forms.

 

The "lean approach" can be applied both to core project management processes but also to the whole project value chain. Adopting a lean approach aims to reduce project costs while maximizing value for clients and users. It usually achieves this, however, within the limits of the project's scope boundaries and environment, that is, the defined value chain of the project (i.e. suppliers, project team, customer or users).

 

On the other hand, adopting the basic principles of green management and applying them to project management, one would tend to consider more the interrelation & interdependence between the systems of projects, the environment, economy and society, and therefore influence the project scope, deliverables, and project management approach to become “friendlier” to the surrounding systems/environments. Such systems (or sub-systems) are other projects, programs, corporate portfolios, the organization at large, society, and the natural environment.

 

A green project management approach would tend to "green" the project objectives and apply a "greener" approach in managing project work. The purpose is to minimize any negative impact to project environments (negative by-products) while maximizing positive impact (positive by-products) by applying a less fragmented and longer-term holistic thinking, thus moving towards a more sustainable project management model.

Nicos Kourounakis's insight:

http://twitpic.com/4vwnrn/full

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The Effective Change Manager: The Change Management Body of Knowledge

The Effective Change Manager: The Change Management Body of Knowledge - Kindle edition by The Change Management Institute. Download it once and read it on your Kindle device, PC, phones or tablets.

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