Vi sono due aspetti da valutare: capacità operativa (ad esempio la conoscenza del Project Management e/o degli aspetti manageriali); soft skills. Tra le capacità operative includo la capacità di dirigere un´azienda od un progetto; sono capacità che non cambiano, e non sono soft skills. Un dirigente tutti sorrisi, empatico, ecc, che però non possiede il [...]
Archive for the ‘Management’ Category
6 Oct
Manager, Leader or Both?
A person can be a good leader (he leads teams/persons) and, at the same time, a bad manager (he organizes): in that case, he needs a superior who is a good manager. On the other hand many good managers are very bad leaders, therefore they should be assigned roles in which they do not lead [...]
29 Sep
Project Management – Le Avventure di Supermanager
Il lavoro del Project Manager / Dirigente comporta l’uso non solo di molte energie fisiche, ma anche e soprattutto di molte energie psicologiche. Il Project Manager / Dirigente deve sapere trovare un equilibrio tra vita lavorativa e privata, nonché … cercare di non prendere il mondo troppo sul serio Allora perché non abbinare conoscenza con [...]
28 Sep
Project Management Techniques as a Solution for Project Problems?
This is something you can hear quite often about Project Management Techniques: they can solve problems, especially “not measurable” aspects of a project. I see a basic problem here: how can you manage something you don’t know? It is not a technique problem, for techniques can’t be a solution for basic problems. Things are measurable [...]
17 Jul
Why should the Management be active in a Project?
The Management should be giving necessary directions – a Project and/or team will always need directions, clarifications, and so on. The team needs skills and/or funds that were (maybe) promised … they need help. What to do of a change request by customers? And so on.
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