Author: haroon

People perform better when they are motivated, and people are motivated by different things. Understanding what motivates project team members and other stakeholders helps to tailor rewards to the individual, thereby eliciting more effective engagement. There are a significant number of models that illustrate how people are motivated. Four models are described in Sections 4.2.3.1 through 4.2.3.4, though…

Donald Norman described the gulf of execution as the degree to which an item corresponds with what a person expects it to do. Said another way, it is the difference between the intention of a user and what the item allows them to do or supports them in doing. A car that has the ability…

Alistair Cockburn developed a model that describes the communication channels along the axes of effectiveness and richness. As defined by Richard Daft and Robert Lengel, richness relates to the amount of learning that can be transmitted through a medium. Media richness is a function of characteristics, including the ability to: Richness in communication allows a…

A communication model developed by Browaeys and Price incorporates the idea that the message itself and how it is transmitted is influenced by the sender’s current knowledge, experience, language, thinking, and communication styles, as well as stereotypes and relationship to the receiver. Similarly, the receiver’s knowledge, experience, language, thinking, and communication styles, as well as…

Project success is dependent on effective communication. Communication models demonstrate concepts associated with how sender and receiver frames of reference impact the effectiveness of communication, how the communication medium influences the effectiveness of communication, and the types of disconnects between end-user expectations and reality. With the prevalence of multicultural project teams and dispersed stakeholders, these…

The OSCAR coaching and mentoring model was developed by Karen Whittleworth and Andrew Gilbert. It helps individuals adapt their coaching or leadership styles to support individuals who have an action plan for personal development. The model refers to five contributing factors:

Situational leadership models are a subset of a vast array of leadership models. Just as project teams tailor the processes, methods, life cycles, and development approaches, leadership styles are also tailored. Situational leadership models describe ways to tailor one’s leadership style to meet the needs of the individual and the project team. The following are…

Models reflect small-scale, simplified views of reality and present scenarios, strategies, or approaches for optimizing work processes and efforts. A model helps to explain how something works in the real world. Models can shape behavior and point to approaches for solving problems or meeting needs. Some models were developed with projects and project teams in…

This section provides a high-level description of some commonly used models, methods, and artifacts that are useful in managing projects. The items listed in this section are not intended to be exhaustive or prescriptive, but rather to help project teams think about the options available to them. In the context of this guide, terms are…