Performance Appraisals: Tip 2 - Don't compare employees with each other.

While it is always appropriate to compare the end results achieved of employees with one another, take care to not compare employees to or against one another. This can and often does create bad feelings, poor morale, and an environment of unhealthy competition.

Performance Appraisals: Tip 1 - Don't forget about performance planning.

Many managers spend more time on the actual performance appraisal of an employee than they do on the initial performance planning and ongoing performance communication. This is a mistake and will always lead to a poor appraisal interaction. The performance appraisal is merely the end of an ongoing process. More attention should be given to employee development and preventing performance problems rather than merely evaluating at the end of the year. This will also make the appraisal easier to give and more comfortable for the employee to receive. And, it will also greatly reduce if not eliminate surprises.

Myopic Project Management: Tip 10 - There is no such thing as an accidental project manager.

Don't be hung-up on titles; everyone is a project a manager. Just because a workplace professional is not trained in project management or does not have a certification that does not make them an informal or accidental project manager. Such professionals are not accidental project managers, the projects they manage are not accidental, and the needs that they have for knowledge, processes, and tools are not accidental. It is not only incorrect to view these things as accidental or to overlook them altogether, but it is bad business judgment and intellectually dimwitted.

Myopic Project Management: Tip 9 - The project schedule is not the plan.

Many people, even those trained in project management, use the terms project schedule and project plan interchangeably. Don't do this. The project schedule is not the project plan. The schedule does not encompass how changes, issues, and risks are communicated and managed, nor does it address how the project team will communicate and interact. The project schedule is important, but it is not the overall project plan.

Myopic Project Management: Tip 8 - Use the phone.

Many experts in project management suggest that communications is the single most important activity to the project. Communications do not have to be overly complex or only use one particular channel such as formal project team meetings. Communicate often. In addition to formal project communications which by design are structured, regularly communicate in between these formal checkpoints. Take advantage of tools like email, collaboration platforms, project team tools, and especially don't forget about the phone.

Myopic Project Management: Tip 7 - Plan before you do.

Even in the simplest of projects, it is well advised to plan the project before you start doing the project. If the project is simple and trivial, then the amount of planning is also simple and trivial and should be viewed as helpful, not a waste of time. Even a short list of tasks can help a small project stay on track.

Myopic Project Management: Tip 6 - Anticipate project difficulties and mishaps.

Despite the best planning, anything can and often does happen once the project commences. Be prepared for mishaps of all kinds. Some project difficulties can be anticipated and mitigated through risk planning. Other problems can arise at any time and for any reason. Rather than becoming flustered, seek to be your best when things are at their worst. Those are the times a good project manager can be of tremendous value.

Myopic Project Management: Tip 5 - Be a people person.

Project managers typically have considerable influences on others. Recognize the people side of project management and seek to be a people person. In addition to the communications process for the project and the various status report meetings, be approachable and get to know the status of the people of the project.

Myopic Project Management: Tip 4 - Welcome new ideas.

Any idea to improve the way in which projects are managed should be welcomed. That doesn't mean that all new ideas will be adopted. But, having an open mind to new approaches, techniques, and organizational unique "best practices" will contribute to creating a high performance team and continuous improvement mindset.

Myopic Project Management: Tip 3 - Don't be inflexible.

For most organizations, there are vast differences and nuances from one project effort to the next. Techniques that are critical to one projects, say earned value management, may be of little practical value to another. Don't be inflexible and mandate that every project be managed the exact same way. Rigid approaches are only successful in frustrating the project team.

Myopic Project Management: Tip 2 - Don't confuse methods with standards.

Those with a myopic project management mindset get overly excited about standards to the point of believing that the purpose of a methodology is to apply a standard lock, stock, and barrel. It isn't. The purpose of a methodology is to achieve consistent and predictable product of the project outcomes. If applying a standard, or multiple standards, or portions of standards achieve consistent and predictable results, then that is a useful strategy to consider.

Myopic Project Management: Tip 1 - Recognize the myopic mindset.

A myopic project management mindset is the belief that project manager is a title limited to certified PMPs and that project management is an activity limited to the formal and official projects of the organization. This is not only incorrect thinking but it is bad business judgment and intellectually dimwitted. Don't have a myopic project management mindset.

PMO Passion: Tip 10 - Have faith in your passion.

Often times, passion does not always follow a straight nor easy path. There will be times when results are not commiserate with effort and there will other times when that which you are passionate about is not viewed the same way by others. Remember, if the object of your passion was easy to achieve then it would not have ever been a passion in the first place. Have faith in your passion and stay committed to getting it right; results will follow.

PMO Passion: Tip 9 - Spread the word.

Part of being passionate is spreading your passionate about the workplace and amongst others. Don't keep your passion hidden away where only you know about it. Of course don't force it, let it happen naturally. Others will not only notice, but they will become passionate too.

PMO Passion: Tip 8 - A book a week keeps passion from getting weak.

At just about any executive development and training program, you will hear how important it is to read at least one business book a week. There is no single and more effective technique to widen one's perspectives, hone one's skills, and to fuel one's passions than to read. And, this is not limited to the executive team or executive level jobs. Reading is fundamental to many things; PMO passion is one of them.

PMO Passion: Tip 7 - Expect to encounter negativism.

Not everyone is passionate. Some people are dispassionate and show little emotional involvement. Others can be skeptical, objectionable, contrarian, and even negative. Though it can be sometimes disappointing and frustrating to work with people with less than good attitudes and outlooks, you will encounter it and therefore you must expect it. Don't allow the attitude of others to compromise your passion.

PMO Passion: Tip 6 - Recognize your passion.

Recognize that you have not one but multiple passions. Seek ways to integrate them into your work. There is no better way to enhance productivity, morale, and relationships in the workplace than to find and enjoy passions with one another.

PMO Passion: Tip 5 - Surround yourself with good people.

Work with and surround yourself with passionate, motivated people. Just as a positive attitude is contagious, so too is a negative one. It can be like a deadly workplace virus, affecting everyone that comes in contact with it. Recognize the importance of having a positive mental attitude and nurturing it by recognizing your successes, both large and small. There is no quicker way to lose one's passion than to exhibit a negative attitude or even to be in the presence of those who exhibit a negative attitude.

PMO Passion: Tip 4 - Be grateful.

It is far too easy to overlook and take for granted that which we should be grateful for. Few people can achieve extraordinary success all on their own. Be grateful to all those who have helped you. Through your gratefulness, you will find renewed appreciation for all that you have accomplished and renewed enthusiasm for all that you wish to accomplish.

PMO Passion: Tip 3 - Reacquaint yourself with your career.

Take time to refresh yourself and reacquaint yourself with the reasons why you have chosen your career. Ask yourself what were your initial goals and motivations and if anything has changed with time. Write down all that you have accomplished since your initial career start. You might be both surprised and pleased with the outcome.

PMO Passion: Tip 2 - Eliminate irritating tasks.

Make a list of the activities that you do not like to do. Then assess the tasks on the list and determine which ones can be compartmentalized or even eliminated. Seek to do the tasks that you do not like to do, but that must be done, as quickly as possible so that they do not loom overhead nor become overly burdensome or irritating.

PMO Passion: Tip 1 - Integrate your passion into your work.

For some lucky people, work is their passion. But for many others, work is work. It may or may not be the source of one's passion. In fact, many times it can be the drain on one's passion. Take aim to recognize your many passions both professional and personal and find ways to interweave these passions into your daily work life. There is no better way to enhance relationships in the workplace with partners and with customers than to find and enjoy common passions with one another.

PMO Manager Leadership: Tip 10 - Be true to yourself.

It is easy, very easy, to become someone that you are not. When you act like everyone else you blend in and sometimes that is a good thing. But how many times do you end up dressing like, talking like, and acting like everyone else in the workplace? Take a moment from time to time to make sure that you are being yourself and not someone else. You never have to stop being who are you be successful. And, being yourself is what makes you unique and it is what brings out your unique talents and capabilities.

PMO Manager Leadership: Tip 9 - Don't play politics.

True leaders do not play politics. Sure, true leaders and even servant-leaders are cognizant of and appreciate the political landscape, but they do not join in the game. When you play politics and engage in disingenuous relations with others, or worse, even harm others, you have just started down a slippery slope that quickly ends up in a loss of respect by others, a reduced ability to lead the team, and a personal lack of integrity that gets more and more evident the more politics you play. Organizational politics within the business are for hob-knobbers and career-climbers, not for real business leaders.

PMO Manager Leadership: Tip 8 - Create a safety net.

Everyone needs a safety net. That sounds like a good idea, but what is a safety net. The online web definition of a safety net is a guarantee of professional and financial security. That's great and everyone should want one, but how do you get one. You have to create it. You have to take deliberate steps to ensure your professional vitality and financial security. What would happen if your company went out of business or your job was outsourced? Do you have a plan B? Create a safety net of such things as useful skills, pertinent experiences, and trusted relationships. The more of these things you have, the more weight your safety net can hold.

PMO Manager Leadership: Tip 7 - Treat people well all the time.

To be an effective manager, servant-leader, and member of the leadership team, you must treat people well all the time, not just when it is easy and when you have the time to do so. Remembering to say thank you and please as part of your regular vocabulary is not just good etiquette, it is good business. And to not do so is just poor form. Building relationships with people will help them want to be part of your team and soon your team becomes their team. Take the time to treat people well. Be mindful of your habits and interactions with others so that you don't miss opportunities or worse commit offense.

PMO Manager Leadership: Tip 6 - Commit to a company, not just your career.

Today, most people suggest that you should commit to yourself, not your company. After all, you might get outsourced or your company may go out of business. Sure, you should have a career and advance your career and self interests. But, you also must commit, truly commit, to the company, organization, or individual that pays your salary. When you are truly in the service of others, you are making a contribution, growing as an individual, and developing the skills you need to not just survive, but to thrive in today's competitive workplace.

PMO Manager Leadership: Tip 5 - Know your weaknesses.

Everyone has weaknesses and so do you. Get to know where you are weak and then take action. Don't even think about hiding your weaknesses; that never works. Surround yourself with people that have strengths in the areas you are weak. Make it about teamwork. They more they shine; they more you shine. That is what teamwork is all about.

PMO Manager Leadership: Tip 4 - Know and use your strengths.

Different people have and exhibit different strengths. Know those qualities and capabilities that you possess and are able to execute well. For one person, it may be analysis and planning; for another it may be communications and teamwork. Always seek to be really good, if not the best at something, and then leverage that natural skill whenever possible.

PMO Manager Leadership: Tip 3 - Giving credit.

Some bosses never see a good idea unless it is their own. Likewise, they never make a mistake that wasn't actually the fault of someone else. Many workers, over the course of their career, will have some good ideas stolen by bosses and other good ideas summarily dismissed. Nothing will destroy employee morale, enthusiasm for the job at hand, and stifle future innovation than this. Good managers, especially good PMO managers, know that they never lose credit when they share that credit and the glory that follows with their PMO team.

PMO Manager Leadership: Tip 2 - Stop unproductive networking.

Every professional association will claim that their venue is the place to be to build your professional network and further your career. Most of these networking events only benefit the organizer of the event. Stop wasting your time and stop going to them. Get to know people that you like and that like you too. Develop these relationships further so that you are both invested in it. This will be far more productive than swapping business cards with people who care very little about you.

PMO Manager Leadership: Tip 1 - Build relationships.

PMO leadership is all about relationships throughout the organization. Knowing who people are, what their goals are, and what they need and value. This information helps you to know what's most important in their eyes and helps you to best support the programs and projects intended for their benefit. When you care about and go to bat for people, they will care about you and go to bat for you.

Vendor Presentation Mistakes: Tip 10 - Don't misuse technology.

Far too often, sales and marketing professionals rely too much on PowerPoint and not enough on the emotional connection that you make with you audience. Also, sometimes your audience, say the decision maker, gets the point and wants to have a deeper exchange and dialog. Don’t let your PowerPoint slides get in the way. Don’t hesitate to stop the slide show to pursue audience interest and desire. This also demonstrates your ability to think on your feet and your knowledge and skill of both your product and how it may be of benefit to your customer. Technology is there to help, but don’t let it get in the way.

Vendor Presentation Mistakes: Tip 9 - Have a strong opening and closing.

Much can go on during a presentation. You might need to make adjustments in response to feedback and body language, both positive and negative. And, you might have a number of questions from your audience that may slight change your approach in certain parts of your presentation. However, always have a well prepared and thought out opening and closing. This will keep your audience in tune to your message and call to action. A weak opening and closing can confuse your audience and leave them unsure of whether or not your product would be of value to them.

Vendor Presentation Mistakes: Tip 8 - Find your $100 phrase.

A hundred dollar phrase is a phrase that gets the client excited about your product. Often, it is a common way of describing a benefit that is hard to articulate. The $100 phrase is, in essence, how would you describe your product to your mother or your grandmother? For example, a software salesperson with a security solution might say, “Our software is like a security guard that keeps the bad guys out and lets the good guys through.”

Vendor Presentation Mistakes: Tip 7 - Don't Forget the Pauses.

Most presenters do not have enough pauses. After an important point, they rush right in to the next important point. Give your audience a chance to digest what you have just told them. Your pauses will allow your audience to think and understand.

Vendor Presentation Mistakes: Tip 6 - Get on the Same Wavelength.

Are you providing big picture generalities when your audience is hungry for facts? Or, are you drowning them in details when they need an overview? Get on the same wavelength with your prospects and don't discuss details that your audience has no interest in.

Vendor Presentation Mistakes: Tip 5 - No Customer Testimonials.

Substantiate your initial benefit statements with customer references and testimonials. For each initial benefit statement that you make, provide real business use case examples that confirm your claim. This will add credibility to your presentation and help to make a solid connection to your audience.

Vendor Presentation Mistakes: Tip 4 - No Initial Benefit Statement.

Your audience will not remember everything that you say, but they will remember things that stand out, both good and bad. Always use a strong and vivid initial benefit statement so that your audience can see in their mind's eye the message that your words are trying to convey. The initial benefit statement is what captivates your audience and establishes the purpose of, and interest in, the rest of your presentation.

Vendor Presentation Mistakes: Tip 3 - Too Many Words.

Most salespeople use too many words. They use too many words when talking, when presenting, when answering a question, and even when leaving a voicemail or sending an email. The trick to an exchange of information is to view it as a two way interaction. What you give is half of the interaction; what your client receives is the other half. Too may words, most of the time, lessens the full potential of the interaction.

Vendor Presentation Mistakes: Tip 2 - Lack of Structure.

Don't make it difficult for people to understand what you are trying to say. Whether a formal presentation or informal discussion, people will remember what you say much better if they understand it. Outline your objectives in advance and make your presentation points clearly and succinctly. If you ramble or wander, you will lose your listeners.

Vendor Presentation Mistakes: Tip 1 - Unclear Thinking.

If you can't describe the goal of your presentation in one sentence, then you might be trying to present too much. You will overload and confuse your listener and that will not advance your sales initiative whether a complex PPM application or just a point tool. Plan what you want to achieve and prepare in advance for the possible outcomes and next steps. Clear thinking will not only help you communicate your value proposition effectively, but it will help your customer better understand and communicate amongst themselves what you have to offer.

Ten Levels of Project Management Maturity: Level 5, The Sustained Level

In this level, lessons learned, best practices, and improvements are continuously applied. Metrics are used to enable the organization to evaluate capability improvement opportunities. The organization has established a culture of ongoing, continuous improvement.

Ten Levels of Project Management Maturity: Level 4, The Integrated Level

In this level, processes, methods, and procedure are refined along with formal documentation and management support. Metrics are developed and used to collect performance data in support of project performance and proposed refinements.

Ten Levels of Project Management Maturity: Level 3, The Managed Level

In this level, processes, methods, and procedures exist throughout the organization and they are backed by formal documentation and management support. The project performing groups adhere to the processes and results in project management are consistent and predictable.

Ten Levels of Project Management Maturity: Level 2, The Planned Level

In this level, processes, methods, and procedures have been planned and developed and they do exist within some areas of the organization. However, they are not considered an organizational standard and they are not adhered to consistently by all of the project performing groups.

Ten Levels of Project Management Maturity: Level 1, The Ad Hoc Level

In this level, there are no formal processes, methods, or procedures. Project management is performed on a best effort, ad hoc, basis. Practitioners may be attempting to speak a common project management language, but results in project management are inconsistent and vary from one project manager and team to another.

Ten Levels of Project Management Maturity: Level -1, The Conscientious Objector Level

In this level, there are no formal processes, methods, or procedures and there are individual and organizational entities that stand in the way of any attempt to change the way they work. The resistance to change is seemingly passive and sometimes not apparent, but in fact the conscientious objectors can thwart even the best of organizational improvement plans. The conscientious objector has no real preference or “horse in the game” rather they object to whatever ideas and proposals are brought forward typically by making snide comments or suggesting there could be a better way though never offering one.

Ten Levels of Project Management Maturity: Level -2, The Misfit Level

In this level, there are no formal processes, methods, or procedures and there is the presence of one or more misfits. Misfits are individuals and organizational entities that are unable to adapt to even the most simple of circumstances. Far worse than conscientious objectors, misfits set back organizational improvement tactics simply by not getting things right. Misfits are hard to work with and are often highly valued contributors and brilliant executives that vacillate from genius to a much lower form of intelligence.

Ten Levels of Project Management Maturity: Level -3, The Saboteur Level

In this level, there are no formal processes, methods, or procedures and there is the presence of one or more saboteurs. Saboteurs engage in sabotage. They take deliberate action to foil the plan. As there is nothing easier to derail than an effort to improve the project management capabilities of an organization, saboteurs must be recognized for what they are and summarily dealt with. Regrettably, they are very hard to identify. Saboteurs are much like professional, highly skilled, conscientious objectors who take the art form of derailing organizational maturity to the highest of levels.

Ten Levels of Project Management Maturity: Level -4, The Deviant Level

In this level, there are no formal processes, methods, or procedures and one or more deviants are present. Deviants are usually individuals, nor organizational entities, that are conditioned to diverge from the accepted standard, attaining immense pleasure at doing so. Deviants can be treated, cured, and converted into organizational project management protagonists where they will heroically support the improvement efforts of the organization. It is widely believed that most process improvement gurus were once deviants that, upon seeing the light, found their true calling. 

Ten Levels of Project Management Maturity: Level -5, The Terrorist Level

In this level, there are no formal processes, methods, or procedures and there is the presence of one or more terrorists. In the context of organizational project management, terrorists are not the gun toting, suicide bombers that we hear about on the news; rather they are the ultra early adopters of technology just for the sake of it. They are the ones that seek to implement a technology solution for every problem without first understanding the processes, or lack thereof, that led to the problem in the first place. Terrorists implement complex project portfolio management applications never having the time to plan for it, but always having the time to do it over and over again. Terrorists no longer understand or care about the business that the company conducts and the customers that they serve. And, the resulting problems they cause far more than frustrate the company; they institutionally terrorize it at all levels - employee, manager, executive. Where Deming lived by the motto, “Fix the process, fix the problem,” these technology terrorists live by the motto, “Use enough technology, and the problem should go away.” The terrorist level of maturity is the lowest and most dangerous level.