Developing a Positive Attitude through Affirmations
The team leader has the responsibility to clarify the overall mission of the team, the specific goals that are to be achieved, and the roles of the various team members. In a project context, these are often well known because, as a minimum, they are articulated implicitly in the project plan. The team may also be a ''task force'' within the project team, whose job it is to solve a particular problem. For example, such a team may be given the charter to maximize the effectiveness of interactions between the project team and the external interfaces with other entities or departments in the corporate enterprise (accounting, finance, contracts, human resouves, graphics, etc.). Failure to be clear about missions, goals, and roles usually leads to confusion, thrashing, and less than a positive attitude from team members.
Conflict can be managed during the day-to-day operations of the team. First, avoid any face losing situation. If honor and pride are at stake, people will defend their position even when they themselves realize they may not have the answer. Second, continuously self-examine attitudes. Sometimes, a person may develop an attitude triggered by some emotional response. This may be detrimental to teamwork. Focus on the mission and maintain a positive attitude throughout all team activities. Third, target win win solutions. This allows the team to avoid a we they situation. Fourth, involve everyone in all team activities. People do not agree with their own contributions. If all team members participate they will support the decision. Fifth, observe the limits of arguing. Arguing is useless. It does not lead to positive solutions. Sixth, nurture differences of opinion. Everyone is right in their own mind. There are no right and wrong answers. Differences of opinion can be used to stimulate...
Each team must go through all four stages of team development before they reach synergy. There is no short-cut. The duration and intensity of each stage varies with each team. It is important to maintain the focus and a positive attitude throughout all the stages the team will achieve its mission.
Do try to create a positive attitude to fixing problems and checking they're fixed. Don't accept I couldn't see anything wrong or I couldn't reproduce the problem -bugs don't just go away. If either of these are the case then check that the users are using the version of the software you think they are - there may be a failure of configuration control. Do create a list of all reported errors to be positively signed off by the assigned investigator, fixer, re-tester and, eventually, the user.
This should include detail on what the outcome of the presentation will be. In a sales presentation, it would be the ultimate changes to the organization as a result of the project management buy. In a status presentation, it would be a call for affirmation that the project is headed in the right direction. 4.0 Affirmation In classic sales parlance, this is where the presenter should go for the close, reasserting what the project customer is expected to do and how, when, or why they are supposed to do it. It may be as simple as getting an affirmation of support or as complex as setting up a renegotiation of a contract. The affirmation should mirror the objective as stated at the beginning of the presentation.
This component may be conducted by the customer and or project sponsor. They present their views on what they believe the project should accomplish and how the effort will be accomplished. This allows the customer and or sponsor to introduce their vision of the condition of their organization after the project is completed. It can also serve as affirmation of the project organization's approach as the meeting continues.
The baseline is normally maintained with other project information in either project management or spreadsheet software. It is used both for comparison and reporting and is normally a critical element in project status reports, progress reports, and forecasts. The cost baseline serves as affirmation of what the project's cost structure looked like when the project was originally approved. According to the Project Management Institute, the cost baseline incorporates any approved changes.
These two examples illustrate the importance of opportunities as well as threats, the first in cost terms at an activity level, the second in cost and revenue terms at a project level. In the first example, if the implications of good luck are not seized and only bad luck is captured, the accumulated effect is reasonably obvious once the mechanism is understood, and it should be clear that this applies to all activities in all projects. The second example illustrates the benefits of creative, positive thinking, which looks beyond merely overcoming or neutralizing a problem to associated opportunities. This aspect of problem solving is more subtle and is not widely understood, but it can be very important, in direct terms and from a morale point of view. High morale is as central to good risk management as it is to the management of teams in general. If a project team becomes immersed in nothing but attempting to neutralize threats, the ensuing doom and gloom can destroy the project....
The document control plan is used whenever sufficient documentation exists to warrant a specific process for the control, sequencing, and maintenance of documentation through multiple channels. It is initiated to ensure that those involved with the project share an understanding of how information in the project will be managed and who will have access to which documentation at which point in time. It is used during the project as both affirmation of the process and as the means to educate others on the process application.
Once the project charter and project plan are approved, many organizations have a kick-off meeting to officially start work on the project. The kick-off meeting is useful for several reasons. First, it brings closure to the planning phase of the project and signals the initiation of the next phase of the IT proj ect methodology. Second, it is a way of communicating to everyone what the project is all about. Many kick-off meetings take on a festive atmosphere in order to energize the stakeholders and get them enthusiastic about working on the project. It is important that everyone starts working on the project with a positive attitude. How the project is managed from here on will determine largely whether that positive attitude carries through.
Create communication plans and implement them. Remember the four C's Communicate clearly, concisely, and consistently. Most people just want information, but many people in IT seem to think that if they don't know the answer, they should wait until they do know the answer before saying anything. Just the opposite is true. If you don't know, say you don't know, and then communicate what you're doing to find out when you'll next communicate. When you fail to communicate, your project falls into the corporate black hole and you lose the opportunity to maintain a positive attitude about the project and its results.
While approvals may be given verbally, written approvals are perceived as inherently carrying more weight and value. Even if the approvals are for issues of a seemingly minor nature, requesting signatures serves the dual function of affirming that the other stakeholder is aware of what she is approving and that the approval has significance and meaning. Specific action or reaction (e.g., movement to the next phase, initiation of the next deliverable) should be tied to approvals 2 . In the virtual environment, paper signatures may not be possible. That should not preclude the effort to get positive affirmation in any approval process. The most effective means for getting true e-mail approvals is to ask the approving authority to use a specific type of language or verbiage as affirmation. Asking the approving authority to write in response that This e-mail serves as my authorization and approval of the approval in question serves as a tool to minimize the ambiguity sometimes associated...
Even when the technical challenges are overcome, the teleconference has the inherent difficulty of lacking face-to-face contact (as do most remote technologies). As such, parties in the conference should ask for clarification any time there are any misgivings about what is being said. The content of a conference call should be clearly outlined at the beginning of the call and should be identified with clear objectives for each content element. If the content requires support documentation, such documentation should be sent (via fax, e-mail, or posted mail) prior to the call, and there should be premeeting affirmation that the support documentation has been received. The call should be treated as a meeting, with a clear agenda, and with all conversation directed at the agenda. Because conference calls can get confusing in terms of who is speaking and any references they may make, any time the agenda is amended or superseded, there should be a clear definition of the objective of the...
A final waiver of lien needs to be submitted by the CM GC indicating the final contract amount with all approved change orders, which certifies that all prior payments have been made to all subcontractors, suppliers, and vendors in accordance with all prior requisitions, payments, and partial waivers of liens. The final waiver of lien also is an affirmation that
The culture changes associated with facilitation, demonstration, and encouragement of enlightened caution and enlightened gambles discussed earlier are extremely important in their own right. They are also extremely important drivers of second-order effects that result from taking a more positive attitude to uncertainty and the elimination of associated risk inefficiency. If uncertainty is
Affirmations For Success
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