Answer to Question #224479 in Management for abrahm Bisrat

Question

Suppose that your organization is considering a portfolio of projects that can bring significant strategic changes to its performance in terms of market share and profitability in the longrun. So, your organization wants to select and concentrate on those business imperative projects in order to achieve its grand strategic objectives and goals during the years to come. Assuming that your specific job in the organization is a Project Manager, how do you identify and recommend the portfolio of projects that will yield the maximum value or return to your organization in the long-run? 

Answer 1

You can utilize motivation as a project manager to get your team to work more efficiently and provide better results. The project manager must monitor motivation as a continual process to aid the team in advancing toward completion with zeal and a strong desire to achieve. You may motivate your team by using a variety of team-building methods and activities. Simply put, team building is the process of bringing together a diverse group of people to work as efficiently and successfully as feasible. This could involve both management events and individual activities targeted at boosting team productivity.

Recognition and rewards have a big role in team motivation. They are formal methods of identifying and promoting positive behavior that works best when implemented by the project manager and management team. Individual preferences and cultural differences should be considered when using incentives and recognition. Some people dread being recognized in front of a group, while others embrace the experience.

The ability to grasp the heart of a problem, seek a realistic solution, and then determine whether or not to put that solution into action is known as issue solving. The first step in solving an issue is to define the problem. Problem definition is the ability to comprehend the cause and consequences of an issue, and it is based on root-cause analysis. The symptoms of an issue will continue throughout the project's life cycle if a project manager only addresses the symptoms rather than the fundamental cause.