![]() Only then can teams truly make their own decisions. ![]() And so the key to managing cross functional teams as they deliver a project is to align them on project vision, with a high-level plan that includes milestones or initiatives per say. Micromanagement has never pushed a team to experience ownership, or the ability to make decisions when the time comes. ![]() So, instead of giving teams the autonomy they need, we create their work schedule for them, estimate the work and then expect them to be creative and accountable? Using some of the old project management tools such as the Gantt chart can lead to overplanning and micromanagement. That is possible thanks to frameworks (like OKRs for example) and the restructuring of teams - from single function departments to cross functional teams. Instead of planning and scheduling every single activity before a project starts, as they do in waterfall project management, it has become increasingly common to align team members on project missions and grant them autonomy when planning and delivering work. Agile was a big leapĪ leap forward to the 21st century brings a more lightweight approach to managing projects, with the rise of agile methodologies for more on Agile methodologies, here’s a good article. And though we’ve had some type of project management since the early days, project management in the modern sense started in the 20th century with the creation of the Gantt chart, the critical path method and the Project Management Institute in the early 60s to help promote project management as a profession and help develop common project management terminology and techniques.
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