IT Projekt Management

Negotiation is the most important tool in this process. There are resources that you need for your project, but they don’t report to you. So you need to negotiate with the functional managers—and maybe even other project managers—for their time.

Pre-Assignment is when you can actually build the assignments into your staffing management plan. Sometimes you have resources who are guaranteed to you when you start the project, so you don’t need to negotiate for them.

Virtual Teams are when your team members don’t all work in the same location. This is really useful when you’re relying on consultants and contractors for outsourced work. Instead of meeting in person, they’ll use phone, email, instant messaging, and online collaboration tools to work together.

Acquisition means going outside of your company to contractors and consultants to staff up your team.

Confronting - or problem-solving - is the most effective way to resolve a conflict. When you confront the source of the conflict head-on and work with everyone to find a solution that actually fixes the reason that conflicts happen, then the problem is most likely to go away and never come back!

Smoothing is what you’re doing when you try to play down the problem and make it seem like it’s not so bad. It’s a temporary solution, but sometimes you need to do it to keep tempers from flaring and give people some space to step back and really figure out what’s going on.

Forcing means putting your foot down and making a decision. One person wins, one person loses, and that’s the end of that.

Collaborating means working with other people to make sure that their viewpoints and perspectives are taken into account. It’s a great way to get a real commitment from everyone.

Compromise sounds good, doesn’t it? But hold on a second - when two people compromise, it means that each person gives up something. That’s why a lot of people call a compromise a “lose-lose” solution.

Withdrawal doesn’t do much good for anyone. It’s when people get so frustrated, angry, or disgusted that they just walk away from the argument. It’s almost always counterproductive. If someone withdraws from a problem before it’s resolved, it won’t go away - and your project will suffer.

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− Building trust − Resolving conflict − Active listening − Overcoming resistance to change

− Facilitate consensus toward project objectives − Influence people to support the project − Negotiate agreements to satisfy the project needs − Modify organizational behavior to accept the project outcomes

The best thing that you can do with a risk is avoid it - if you can prevent it from happening, it definitely won't hurt your project.

If you can't avoid the risk, you can mitigate it. This means taking some sort of action that will cause it to do as little damage to your project as possible.

One effective way to deal with a risk is to pay someone else to accept it for you. The most common way to do this is to buy insurance.

When you can't avoid, mitigate, or transfer a risk, then you have to accept it. But even when you accept a risk, at least you've looked at the alternatives and you know what will happen if it occurs.