Qualitative Evaluation of Project Development
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation. Project managers should give a
chance to probe such issues as "What is your gut feeling about how the project
going?" ... "How do you think our client views the project?" This provides the
opportunity for contemplation and communication on more general project
topics. The project manager fosters an environment where the staff may hunt for
meaning and beyond the facts. Under the pressure of daily issue solving, this
kind of conversation and introspection is really challenging. Based on num bers
and measurements, the project manager has many instruments for creating
strong quantitative information: the project schedules, budgets and budget
reports, risk analysis, and goal tracking. Understanding the present state and
changes of the project depends on these quantitative data. Just as crucial is the
production of qualitative information—comparisons of quali ties—such as
opinions expressed by knowledgeable team members transcending the
quantitative data offered in a report. Some would call this the "gut feeling," or
intuition of seasoned project managers. Russ Darnall created a survey
instrument called the Humm Factor to help project participants express their
ideas. Its name came from a project manager who insisted he could tell you
more by listening to the hum of the project than by looking over all the project
reports. "Do you feel the project is performing the actions required to keep on
schedule?" The kinds of questions the Humm Factor can contain are "Is the
project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
Project managers should give a chance to probe such issues as "What is your
gut feeling about how the project going?" ... "How do you think our client views
the project?" This provides the opportunity for contemplation and
communication on more general project topics. The project manager fosters an
environment where the staff may hunt for meaning and beyond the facts. Under
the pressure of daily issue solving, this kind of conversation and introspection is
really challenging. Based on num bers and measurements, the project manager
has many instruments for creating strong quantitative information: the project
schedules, budgets and budget reports, risk analysis, and goal tracking.
Understanding the present state and changes of the project depends on these
quantitative data. Just as crucial is the production of qualitative information—
comparisons of quali ties—such as opinions expressed by knowledgeable team
members transcending the quantitative data offered in a report. Some would call
this the "gut feeling," or intuition of seasoned project managers. Russ Darnall
created a survey instrument called the Humm Factor to help project participants
express their ideas. Its name came from a project manager who insisted he could
tell you more by listening to the hum of the project than by looking over all the
project reports. "Do you feel the project is performing the actions required to
keep on schedule?" The kinds of questions the Humm Factor can contain are "Is
the project team focused on project goals?" Depending on the project's difficulty
profile, it is delivered either weekly or less frequently. A project with high
degree of complexity resulting from team-based and cultural concerns will be
more often visited. From 1 to 10 the qualitative answers are turned into a
numeric number known as a score. Individuals and the overall project track
responses, producing qualitative comparisons over time. Regularly reviewing
the ratings, the project team looks for trends suggesting a problem on the pro-
ject that would require further investigation.
