Donald Trump Timeline



The Donald Trump timeline was made with the Office Timeline add-in for Microsoft PowerPoint. It marks significant milestones in Donald Trump’s personal, family, business and political career, culminating with his election as the 45th United States president in the 2016 US presidential race.

The Trump timeline tracks both his successes and failures over the past 5 decades and can be copied or reproduced for public use.

To quickly create similar PowerPoint timelines for personal, academic or business communications we recommend using the free Office Timeline add-in. It can also be used to edit or update the Donald Trump timeline PowerPoint slide.



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7 Point Checklist for Project Closure



Wrapping up a scope of work brings with it a range of emotions. Excitement, relief and sometimes even sadness are common at the end of a project where you have invested so much of your energy and time. Although it is tempting to move on to your next project, before transitioning, take the time to properly bring your current project to closure. Here is a short check-list to follow before fully exiting a project:

Are all required deliverables complete?

This is the time to reflect on the project plan. Review it with an objective mind or partner with a peer to help gain balanced feedback. Work through your project plan and ask yourself if all tangible deliverables have been completed. Be ruthless with your assessment and include not only mission-critical deliverables, but all deliverables the plan committed to.

Have all approvals been obtained?

Diligently obtaining written approval for sign-off during the lifecycle of the project is a ‘must-do’ and a good discipline to adhere to. Ensuring the proper approvals have been obtained keeps business leaders informed and accountable for their actions. It also protects you as the Project Manager (PM) to have the appropriate stakeholder’s confirmation that the project is approved.

Have all required administrative tasks been performed?

Managing the administrative side of the project takes time, however these housekeeping tasks are vital when it comes to project closure. Close out any open contracts and make sure all time has been properly accounted for, billing is complete and people on the project have been released and/or are assigned to new projects.

Are all project documents and deliverables archived?

Ensuring that all documentation related to the project is stored in a central archive and available for access is important. These may be used as the foundation for an upcoming project, or you may need to reference them for future questions about how this project was managed. It is also a good practice to create and archive a FAQ’s or Lessons Learned document, so knowledge and key learnings are transferred to the others who will come after you.

Have all calendars been cleared?

Check across the team to see all the meetings that have been conducted? If there are outstanding or unnecessary meetings still scheduled, make sure to cancel and remove these from calendars. Removing any confusion around recurring meetings is a courtesy to others and a best practice for closing projects.

Does everyone know the project is complete?

Ensuring that all stakeholders and departments involved in your project are aware that it is complete is a sometimes overlooked step, but one that will differentiate your from others. Properly closing with a formal wrap-up communication in which you share the achievements and results with everyone involved shows professionalism.

Have you thanked key contributors, stakeholders and sponsors?

Taking a few extra minutes to thank key contributors, stakeholders and sponsors is another act of professionalism. Saying thank you to someone is a simple way to leave them feeling good about you as a PM, regardless of how challenging they may have been. Make your last interaction on the project one of thanks and you’ll will improve your PM brand.

By utilizing this 7 point check list you can ensure that your project closing skills are as strong as your day-to-day management skills and you will be confident that you are leaving a project well managed.


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5 Ways to Overcome Project Obstacles



As project managers, we try to anticipate and plan for big challenges, but it is often the small daily obstacles that can derail our projects. These small obstructions are common and it is the way we solve them that distinguishes great project managers from the good ones.

There are many structured approaches to problem solving. Most follow a step-by-step process to define problems, identify their causes and to determine the best solution. This approach is often the standard way to handle big problems but it can be too much for smaller, day to day issues that need to be solved on-the-fly. Often, deploying a non-standard strategy can be better for moving you past the issue at hand. If you are looking for some quick problem solving methods to move you past the every day challenges or you feel your default problem solving techniques are not agile enough, here are 5 strategies to try the next time you’re faced with an obstacle:

  1. Create a visual of your project - using visuals like a mind map can help move your creativity in a new direction.
  2. Brainstorm a list of ideas - since solutions to problems often reside beyond the status quo, jotting down a list of all thoughts, including those that may seem way outside the realm of practicality, can help you find needed breakthroughs.
  3. Look outside – sometimes, taking an outsider’s view can reveal new ideas. Ask yourself what advice you’d give to someone else faced with the same obstacle.
  4. Circumvent the obstacle - tackle a different element of the project, move ahead in any way you can, simply keep moving forward.
  5. Work without judgment - letting go of the need for the solution to be perfect can be inspiring. Achieving a good enough outcome on the obstacle may free you up for brilliance on the next task. Additionally, you may have the chance to return to the problem later with refreshed creativity.

Building a variety of workplace skills to overcome challenges in real time will make you a better problem solver and a more successful project manager. Adding these 5 simple problem-solving strategies to your skills set can help you move your projects forward with a bit more speed.


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What is Your Conflict Resolution Style?



Even in the highest functioning teams, interpersonal conflicts are bound to arise. Employee conflict is a cause of concern for employers, leaders and project managers because it often leads to lost productivity and damaged morale. Project managers must learn to handle interpersonal conflict on their project teams. Doing so will alleviate tension, increase productivity and help create respectful work environments.

How people handle conflict has been an area of study for years. In 1974, Kenneth W.Thomas and Ralph H. Kilmann introduced an assessment called the Thomas-Kilmann Conflict Mode Instrument (TKI) to help determine styles when dealing with conflict.

According to the TKI there are 5 typical styles people use when dealing with conflict:

Accommodating

In this style, a person involved in the conflict chooses to give-in. Utilizing this technique will be at the expense of that person’s ideas and opinions. This approach can be effective when the opposing party is the expert or has more power. Accommodating is the least assertive style which results in very one-sided resolutions.

Avoiding

This is a technique where a person involved simply avoids the conflict. The person disengages without pursuing their own goals. This works when the issue is unimportant or when it is clear that the conflict can’t be resolved, however it is a non-assertive and uncooperative style of conflict resolution. It is important to note that both the accommodating and avoiding styles have the same outcome, however,through avoidance, there is no indication that a contribution was made in solving the conflict.

Collaborating

This is a style where both sides of the conflict come together in order to achieve the goals of each person and is often referred to as creating a “win-win.” Collaborating can be an effective style for complex scenarios where there is an opportunity to explore multiple options. Collaborating conflict resolution means both sides are asserting themselves and their ideas but are also working for a cooperative outcome. The challenge of the collaborative conflict resolution is that it can be time consuming and it requires a high-level of trust between all parties.

Competing

Whereas collaborative conflict resolution can often be called a “win-win” style, competing may be defined as a “win-lose” style. Competing is an autocratic technique for resolving conflict. In it, one person forces their solution at the expense of the other party . This style may be appropriate when one person has the power to make the decision and needs to do so quickly and decisively, however, competing is the most aggressive and uncooperative conflict resolution method.

Compromising

This is a style of conflict resolution where each party gives-up part of their objectives. Although the compromising style may seem similar to collaborating, it is different. In compromising, people make trade-offs that drive a hybrid solution to the conflict. Since neither party gets what they want it can be defined as a “lose-lose” model. Compromising requires a moderate level of assertiveness and cooperation and it is effective when people are working on short term tasks or on a smaller part of a project.

By becoming familiar with the different styles of conflict resolution, project managers can apply the most effective techniques of resolving conflict to ensure project teams avoid disruptions and stay productive.


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5 Essential Hard Skills for Effective Project Management



Project management organizations understand that hard skills are essential fundamentals for successfully landing projects. PMs know that effectively managing any project will require they have learned these skills.

These are the hard Skills for Project Managers:

  1. Project Charter Preparation
  2. Work Breakdown
  3. Scheduling
  4. Budgeting
  5. Risk Management

1. Project Charter Preparation

Project charters are the blueprint for effective project management. They should be issued by management and they should provide a summary of the business opportunity the project is intending to capitalize on. However often management does not produce the charter and it is frequently up to the project manager to develop it.

A good project charter will define the purpose, objectives and the scope of the project. Project charters also include key details such as budgetary guidance, stakeholder lists and a timeline. They become a critical reference point throughout the project’s life cycle. PMs who become proficient in creating project charters will be better equipped for communicating with their project sponsors and for gaining stakeholder buy-in. Our five tips for developing this skill are:

  • Use the project charter’s development as an opportunity to engage your sponsor and stakeholders. Collaborating early will establish beneficial relationships that will help later on.
  • Be clear and concise – think one or two pages. A brief project charter will not only be better received by busy stakeholders, it will also help you communicate succinctly.
  • Include measurable, time-bound objectives that are realistic, easy to understand and simple to track.
  • Set the project’s preliminary timeline with a simple visual that includes key milestones and when they will be delivered. A good visual will be updated and re-used in status reports throughout the project's life.
  • Reuse project charter statements when communicating. This will help realign audiences with the important business objectives of the project.

2. Work Breakdown

Developing a work breakdown structure or WBS is a critical planning item in managing a project. Work breakdown structure’s help PM’s organize the scope of their projects and enable them to do a variety of project management tasks such as assigning resources and defining deliverables. Since a WBS forms the foundation for all cost and time estimations it is a crucial skill for any project managers to have in their tool box.

Project managers need to become skilled in breaking down all project deliverables into smaller work packages, a process called decomposition. Here are some best practices in creating a WBS:

  • Include 100% of the items required for successful project delivery in the development of your WBS – internal and external deliverable.
  • Lean on your team when creating a Work Breakdown Schedule. They will contribute valuable experience and perspectives to the process.
  • Leverage any existing models or templates that your group or company may have created in the past.
  • Using tools like mind mapping software for the decomposition process and will help you capture and structure the WBS.

3. Scheduling

Project managers know they need to produce a time based schedule of activities so they can set the order in which tasks will be completed. Over the course of the project their schedule will help them see each task, whether it has been completed, is partially done or still needs to be done. It will also allow project managers to see where there are dependencies so they can plan the most efficient path for delivering tasks.

Scheduling is a challenging part of project management and a hard skill PMs need to have. They will benefit from having completed a WBS document which will help set up the project tasks and estimate and sequence them on the schedule. Here are 5 tips to help PMs enhance their scheduling skills:

  • Add progress milestones as check points to the schedule and regularly check them.
  • Wherever possible put higher risk tasks closer to the beginning of your schedule, so you have more runway to manage delays.
  • Know the different types of duration counts that can be used for estimating task duration.
  • Baseline schedules after they have been created so you can compare the plan versus actual when you get into execution.
  • Anticipate that the project schedule will change as tasks or client needs fluctuate and have a process for handling changes.

4. Budgeting

Writing project budgets is an important hard skill for getting projects properly funded and for controlling them. A project manager’s ability to get approval for the necessary funding is dependent on the costs they forecast in their budget. An approved budget also forms a baseline against which actual costs can be measured against to determine if the project is on the right track.

Projects that go way over budget are often viewed as unsuccessful, even if they are delivered on time. Project Managers need to be skilled in forecasting and managing budgets. Here are a few strategies for developing project budgeting skills.

  • Consult with your project team and sponsor when estimating your costs. They have experience that may help you more accurately estimate.
  • After you have estimated costs, identify risks such as third party dependencies, depth of experience on your bench or unfamiliar technology, and manage this risk by adding padding to the budget.
  • Your budget should not just be the total costs of your project, it is the total cost + padding for risk mitigation.
  • Learn from similar budgets that your team or company may have created before, paying special attention to the areas that went beyond budget.
  • Protect your budget against any scope creep. Use your change management process and seek additional funding to cover any unplanned work that can ruin the budget.

5. Risk Management

Projects rarely go exactly as expected and stuff goes wrong along the way. Project managers who are skilled at managing unexpected obstacles plan for it. It is a hard skill that begins with trying to identify the vulnerable areas of the project and then assessing the probability and the impact to the project in worse case scenarios. Skilled PM’s should be able to determine which vulnerabilities require risk management strategies, and they include those strategies into the main project plan to mitigate the risk.

  • Understand how much risk is tolerable on the project. You will need to calibrate any risk management plans with this level of risk toleration.
  • Divide your risk areas into three categories, High Risk, Medium Risk and Low Risk. Create a mitigation plan for all High Risk vulnerabilities.
  • Execute recurring risk assessment exercises regularly through the life of the project as a way of monitoring for new risks that may have surfaced.
  • Identify positive risks and create plan in advance for capitalizing on these opportunities so they can be turned into favorable outcomes.
  • The costs for all risk management plans need to be built into the budget early.

You may also have noticed that many of the hard and soft skills we have listed here are interrelated. Project managers will need to employ many different skills, particularly as the complexity of their project increases. Those who have the right combination of expertise and experience will be valuable in any project focused enterprises and all PMOs. Any PM who effectively utilizes some of these hard and soft skills will greatly increase their chances of success. At the same time they will also be improving their own personal brand amongst colleagues, clients and management.

Becoming proficient at project management will mean that practitioners are constantly adding to their existing skills with new best practices and techniques. Doing so will not only help them become more successful at their project management career but it will also help them stand out as high performers in the broader organization.

Also a recent MIT-Sloan Report reveals that at the enterprise level, ecological considerations have led to greater success for business.



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