The calamity in the use of buzzwords is that they lack universal meaning (definition) and are seldom defined when first used. A manager uses them so that he will sound like his director who used them. A supervisor feels obligated to follow the example. Everyone may eventually be saying the same words but with different buzzword definitions. Hence, communication is greatly hampered.

Here is the sixth twenty-five of at least 200 contemporary buzzwords. Each is used in a sentence or followed by descriptive dialogue.

1. Incentivize - Incentivize your workers by giving public verbal praise
2. Inoculate the user body - Inoculate the user body by anticipating all possible complaints about the software
3. Issues - His work output and attitude are littered with issues
4. I stepped up to the challenge - Our director hasn't called yet so I stepped up to the challenge in anticipation of his needs
5. Just-in-time - Just-in-time assembly processes reduce component inventory costs
6. Keep our collective eye on the ball - As the launch date approaches; we'll keep our collective eye on the ball
7. Key enablers - What are the key enablers for completing the proposal successfully?
8. Kludge (computer system component mismatch) - He is an expert in kludge resolution
9. Knee-mail distribution (religion-inclined email) - Pray that the boss doesn't catch you distributing knee-mail
10. Knowledge-based decision making - We use the technique of knowledge-based decision making (what would the alternative be?)
11. Largely a result of … - Our low profits are largely a result of declining sales
12. Laser-light focus - The town hall meeting placed a laser-light focus on our department's shortcomings
13. Laundry list - Does your project description have a laundry list for the engineers?
14. Lean concepts - Lean concepts develop into lean practices
15. Lean practices - Lean practices include doing more with fewer resources
16. Learning curve - How steep is the learning curve with that new software?
17. Let's dissect this - You've brought a new issue to the table. Let's dissect this.
18. Let's study that - Some say our output is always late. Let's study that.
19. Let's talk off-line - Let's talk off-line in a side-bar
20. Like (goes well with “you know?”) - It's like, you know, complicated
21. Like I say - “Like I say” is my technique for repeating my point and ignoring yours
22. Looking beyond the mark - Don't make it more complex than necessary by looking beyond the mark
23. Low-hanging fruit - When it comes to cost savings, we've already picked the low-hanging fruit
24. Make sure it boxes - Review your new proposal to make sure it boxes with our traditional presentation style
25. Managing expectations - I'm rarely disappointed because I'm very good at managing expectations

All these information are vital for the company. The reports are also included to this system on each transaction made. The reports are to be also made manually by the user which is a very tedious task. In addition, they had to enter all the details of raw materials into the tables to get to a conclusion whenever needed. 

Moreover, in order to get a clear conclusion the user had to make reports on each and every category of the equipment, which means creating different individual reports for that particular category. In the existing system, the user also had to make entries in as many tables as possible. If any modification is to be made, it becomes tedious and cumbersome process, which takes a lot of time and energy. 

Drawbacks of Existing System 

The system is manual and very tedious to maintain and make reports since all the data are stored in document form/files/registers. And being an organization where all the details have to be kept confidential and so maintaining them will be very risky. And to get the details of a group or a particular member like customer, project or equipment details, we have to search through the entire files and registers to get that particular detail.

The following are the lists of drawbacks: 

• All are written document. 
• The data stored in the document are not reliable. 
• Reports are not sufficient and are very complex. 
• Redundancy of data. 
• Storing and retrieval of information is time consuming. 
• Verification of data is tedious. 
• Large volume of data cannot be maintained efficiently.
• Maintaining all the record in an orderly manner is a difficult task. 
• Since all the details are stored in files & registers, which are not computerized, it occupies a voluminous area. 
• It is difficult to manually search for a particular item to obtain information about them. 
• Slow responding of the information registers. 

Proposed System

In this phase, the concepts associated with the system analysis and how they are implemented in the project is dealt with. In this, the existing system has studied thoroughly, the problem is identified, alternative solutions are analysed and the best solution among them was selected. 

Advantages of the Proposed Sytem

The proposed system has been designed to eliminate the major disadvantages of encountered in the existing system. There is no room for errors in the proposed system. The error checking has been dealt efficiently. The errors that could happen during date entry are also informed to the user. At important point of the data entry, it has been ensured that only valid data can be entered. 

The proposed system has been designed in such a way to attract user by being user friendly. With the key options in the data entry form and the report generation, it helps the user & does not make him feel tedious anymore.

Developing Solution Strategies

The proposed system is completely menu driven. Input screens are properly arranged & designed in such a way that the user does not feel complicated at any stage of using this system. There fore it is very easy for the end users to work with such a system. Data fields are in the normalized form there by avoiding data redundancy. 

The proposed system is developed using Visual Basic 6.0 as front end and Microsoft Access 2003 as its back end. In this data retrieval and memory utilization are achieved. The designing of the screens are very much user friendly. The data entry forms are designed & arranged in a very simple manner so that it would be easy for any user to work on it.

• Executive sponsorship: A senior manager or executive who's willing to go on record to say, “Disaster recovery planning is so important that we need to complete it by this date.” In other words, you need to find someone who's willing to put their money where their mouth is!
• Budget: In the early stages of a DR project, you need money for a project manager, technology experts, process experts, or supplemental help for departments as they divert resources away from their usual business to the DR project. In the later stages of the project, you spend money on technology improvements that you need to support recovery objectives.
• Project manager: You need a strong project manager for a multidisciplinary project that can involve dozens of people or more, such as disaster recovery planning. You can have a part-time or full-time project manager, depending on the number of people and activities involved.
• Subject matter experts: You need experts in the business processes that the organization has in play, particularly those processes that earn revenue or service customers. You also need technology experts who understand the IT applications and infrastructure that support those processes.
• People with writing skills: Later phases of DR projects require people who can write processes and procedures in a way that anyone can understand. You never know who might end up on a disaster response team.

A typical DR project can take anywhere from three months (for the smallest organization) to well over a year to complete. How quickly you get a DR plan in place depends on how high a priority you need to make it and how much extra money you have available for outside help. If you really don't have a good handle on the amount of resources that you may need for your project, here are a couple of suggestions:

• Hire a consultant. Bring in an experienced DR consultant, just for a short term engagement (no more than a few days), to have a look around and give you some thumbnail estimates on project sizing. A consultant who says he or she needs a month to give you these estimates either doesn't understand that you want only rough estimates or just wants the billable hours.
• Develop an interim DR plan. You should develop an interim DR plan, anyway, but by writing this plan, you can get additional exposure on the number of critical processes, systems, suppliers, and so on in your business. That information can help you estimate the size and scope of the real DR plan.

Auditing is a specialized function having complex legal, economic and ethical implications. The practice basically represents an accumulation of almost a century development. The need for auditing arose with the advent of joint stock companies which separated ownership from control and management. There was always the problem of uncertainty as regards the accuracy and authenticity of the financial statements periodically prepared by the management; and to eliminate these anomalies the practice of appointing auditors to verify on behalf of shareholders the account of the directors and report thereon to the shareholders developed.

An auditor is a person whose duty is to conscientiously and objectively examine and inquire into any statement of accounts and other documents and also the physical assets where possible in order to ascertain or form an opinion as to;

i. whether the accounting records have been properly kept and whether they present a true and complete record of all the financial transactions of the organizations during a given period.

ii. Whether the statement of account presents a true and fair view of what ever it purports to represent and to report thereon (Aguolu 2002).

James and Bates (1990) defined auditors as persons who conduct independent examination of the financial statements of businesses to form an opinion on whether they show a true and fair view of the business, check their conformity with laid down accounting principles in order to safeguard as far as possible the assets and records of the companies, detect errors and prevent the occurrence of fraud.

The auditor should be constantly aware of his possible obligations to clients and third parties, especially in the context of the increasing expectation of the society from the profession as are evident from the various amendments to Companies Act and other relevant legislation as well as the recent judicial pronouncement in this area. Unless an auditor is prepared to accept liabilities for his action, the authentication of a statement by him will be meaningless. It is the auditor's duty to perform his work with a high standard of care, great skill and caution, which a reasonably competent, careful and cautious auditor is expected to use in the discharge of his duties. If it is considered that he has not brought this to bear on his work, he may be held liable to make good any loss arising to his clients and third parties.

The extent to which an auditor could be held liable for appending his signature on any published financial statement is still a subject of controversy. Consequently, an appraisal of the auditors' position as to the extent to which his legal responsibility has affected his profession is deemed expedient.

1.2 Statement of the Problem

In recent times, auditors have been involved in a myriad of decided court cases due to the legal responsibility imposed on them by law in respect to their clients and of course the third parties.

The court cases have made a tremendous impact on the auditing profession. Civil actions have dominated most of the court cases but there have been isolated cases of criminal actions with most of both types of cases emanating from circumstances involving faltering enterprises and often associated with the efforts of discontented investors and their attorneys seeking compensation for their losses. In spite of all this, some of the cases have involved problems of disclosure and accounting principles while others involved auditing standards and their general applications.

The allegation against auditors stem from the fact that the public sees the auditors duties distinctly from that which the law imposes on him. Auditors assume responsibility for detecting material mis-statement in financial statements and not for detecting all manner of fraud.

1.3 Objectives of The Study

This study is undertaken with the following objectives viz:

i. To ascertain the extent to which auditors are liable to their client and third parties for losses suffered by them.

ii. To ascertain the extent to which the provision for auditors legal responsibility have been implemented

iii. To ascertain the extent to which the auditors' legal responsibilities have helped in ensuring effectiveness and accountability of auditors.

iv. To ascertain the level of awareness of the provision for auditors legal responsibilities among majority of the clients and third parties.

v. To ascertain if the provisions and implementation of professional ethics enhance the duty of care.

vi. To evaluate the extent to which the legal responsibility of auditors has affected the profession in its entirety.

1.4 Significance of the Story

This work is of immense significance to the extent that it will provide a path, through which professional excellence in auditing could be attained. It will also have the effect of improving the auditing standards as well as ensuring that a basis is provided for more reliance on audited accounts and statements with a view to enhancing the auditor's status.

This work therefore, will be of inestimable value to investors the business community, management of different companies, lecturers, students and practicing auditors and accountants.

It will help investors, the business community and management of different companies in assessing the level of information risk, and in determining what is rightfully expected of auditors.

Furthermore, it will be of immense benefit to students and lecturers in the field of accounting wishing to upgrade their knowledge of the subject matter for career development purposes.

In the same vein, it will help practicing accountants and auditors in updating their knowledge and in fully appreciating the impact/consequences of auditors' legal responsibilities on the accountancy profession.

1.5 Hypothesis

The following hypothesis will be tested in this research work.

1. H1 : The legal and professional Responsibility For auditors has enhanced their efficiency.
   
   H0 : The legal and professional Responsibility For auditors has not enhanced their efficiency.
2. H1 : The auditor-clients and third parties knowledge of auditors' duties have drastically reduced the expectation gap.
   
   H0 : The auditor-clients and third parties knowledge of auditors' duties have not drastically reduced the expectation gap.
3. H1 : The provisions and implementation of professional ethics enhance the duty of care.
   
   H0 : The provisions and implementation of professional ethics do not enhance the duty of care.

1.6 Scope and Limitation of the Study

This study covers the legal responsibilities of auditors with great emphasis laid on its consequences on the accountancy profession. The investigations carried out was not limited to any particular accounting firm but covers various accounting firms in order to draw out representative data.

In the process of carrying out the study, the researcher encountered some problems which restricted the study. Some of these constraints include finance, insufficient data and the biased attitude of some respondents interviewed. These limitations not withstanding, the result of the work will also enrich the existing literature in the field of auditing.

Background and Research Biography:

Centex Homes - Large Corporation working on large projects. Centex Homes, La Sera Home Development site, San Ramon CA. Lead Field Manager - Steve Dawe

Centex Homes was used as the large corporation. Steve Dawe, Lead Field Manager, kept constant track of a randomly selected subcontractor over the period of 6 weeks. This analysis consisted of time quotations for an entire production team rather than an individual tasks. The employee's on the team were consistently the same day to day and the tasks were unique and varied from day to day.

TechXpress - Small Company working on small tasks. TechXpress, Web Department, San Luis Obispo, CA. COO - Alex Minicuci.

The Website Development department was used to reference individual tasks. Programmer's time was used and individual tasks that never repeated were analyzed. In each case the programmer gave an estimation of time and then once the task is complete the project manager recorded the actual time completed.

These two datasets were gathered in a way such that the teams/individuals were not aware they were being studied. This made sure that the data collected is legitimate and can be considered pure.

Project Management:

A project manager is responsible for successful completion of any given project and that projects inherent quality and delivery time. For the purposes of this research paper the definition of a project will be any scale of work that an individual who is an expert in their field is required to do and such work is required to be complete before another person can continue with their work. Therefore, projects include work, that multiple humans do, that the tasks involved in the work build on one another. These tasks are known as predecessors. The main goal of a project manager is to deliver a high quality product in the shortest time possible. Therefore, it is important for a project manager to develop efficiencies into the production schedule.

A project manager will be able to analyze the all the tasks that are required, all the resources required, and all the pertinent predecessors to establish a production schedule. This schedule is often based on the experts time estimations on how long a set task will take. Some times these estimations are based on historical data if the tasks are repetitive and have little variation which can lead to tighter and smaller ranged estimations. Other times the tasks are never repetitive and have much variation and thus require broader range estimations. With this in mind the project manager must build a production schedule based on one of those factors.

This research paper focuses on the latter of these prediction methods. Each of the tasks recorded were tasks that the expert gave a time estimation for having never done anything like that task before. In the case of Elite Tile each house has unique plans, special order tile, and options based on customers preferences. In the case of TechXpress each of the tasks recorded was a bug found in programming. This is a unique task that never repeats itself and requires an intuitive sense of problem solving and immense knowledge of the industry standards of programming and methodologies to complete the tasks. In each case a project manager requested an initial time estimation from the expert, assigned time in the production schedule, and then recorded the actual time to completion. This is the general method of workflow for standard, human based work within a project setting.

In general, a project manager is encouraged to complete the project in the shortest time possible without sacrificing quality while still keeping on or below budget. However, if a project manager builds a schedule that is too tight and some of the tasks go over their time estimations the overall project timeline gets pushed back. This is an all too frequent issue with major projects as there are too many external variables that can affect the expert's abilities to complete their tasks. Sometimes these variables can be controlled; sometimes these variables are in the external environment and are out of the project managers or the expert's control. It is also not to say that the expert cannot finish the task before the estimated time. This can also create issues as now resources and other experts are not being used most efficiently. To combat this effect most project managers use what is known as buffer time. Buffer time is essentially an estimated amount of time built into each task so as to build in enough time so when any given task goes over its estimated time the overall project timeline is not affected. This method works well but is often done arbitrarily and at the project manager's discretion. This is not a poor method of dealing with these issues but it is not the most efficient. The amount of time between the actual completion time and the estimated completion time is known as Failure Time. The effects of buffer time and failure time are illustrated in Figure 1.1 below.

With this concept in mind, Failure Time can be an added value method of estimating the exact buffer time needed for an individual expert. To estimate Failure Time the project manager must have historical data to reference for each individual expert. This also works for a team of experts that continually operate together (e.g. Elite Tile). The project manager takes the difference between the estimated time and the actual time to delivery of each task and records this data. Then the difference is divided by the estimated time to develop a ratio as a percent of difference to estimated time. This ratio as a percent is then run through a regression analysis which then gives a 99% cortile range of a more accurate failure time estimation.

Figure 1.1 shows how estimating buffer time in an arbitrary way gives the inevitable project completion time +30 or -30 minutes in project 2 and 3 respectively. This is assuming that no one in the project fails to hit the estimated time. Estimating this Buffer Time on Project 2 gives a total of 12.5% overage. This example is only a ½ hour over the initial project estimated time which is small when considered to a big picture. However, if this trend continued for a project that was estimated at 1920 hours (1 work year) the inefficiencies would be 240 hours or 6 weeks. There are not many organizations that can afford to have 6 weeks of wasted time on the books per year. Great value can be added to an organizations production schedule if historical data can be analyzed and more accurate Buffer Time can be estimated.

Using simple statically analysis a project manager can make a more accurate estimation of failure time and thus build a more accurate production schedule. The following figures show actual data taken from real projects as recorded by project managers. The statistical analysis of this data follows the datasheets.

Statically Analysis of TechXpress:

What we can take from this analysis is that the project manager can make a 99% accurate estimate that any given task estimated will have an actual completion time between 42.623% below and 83.136% above that of the estimated time. Considering the data, if the project manager wants to make absolute certain that the tasks will be completed the project manager will need to schedule 133% above the estimated time to accommodate the highest overage of Task 19. Considering this, the project manager can estimate Buffer Time at a more accurate level and eliminate the wasted time inefficiencies.

Statistical Analysis of Elite Tile:

What we can take from this analysis is that the project manager can make a 99% accurate estimate that any given task estimated will have an actual completion time between 11.3886% below and 23.0380% above that of the estimated time. Considering the data, if the project manager wants to make absolute certain that the tasks will be completed the project manager will need to schedule 33% above the estimated time to accommodate the highest overage of Task 21 and Task 11. Considering this, the project manager can estimate Buffer Time at a more accurate level and eliminate the wasted time inefficiencies.

Conclusion:

Considering the statistical analysis done with real world data Failure Time is an element that can easily be implemented into the daily scheduling of a project managers job. With this information project managers can eliminate some time inefficiencies by estimating the needed buffer time better. While there will never be an exact and 100% accurate way of estimating Buffer Time there is an effective way. With the evidence provided the thesis statement is proven correct.

There are many reasons for establishing a PMO in the marketing department. Some of the biggest reasons are the fact that marketing budgets can represent a significant percentage of an organization's overall budget. In many organizations marketing content requires senior executive alignment prior to releasing to the public. Marketing projects potentially require complex coordination between multiple agencies and across consumer communication channels. The aforementioned characteristics make marketing a logical candidate for a PMO.

Establishing a marketing PMO provides a special set of challenges. How one manages the challenges will affect the success of the PMO in the marketing department. Developing a marketing PMO will require a slightly different approach from the IT PMO. There are a number of potential roadblocks that can be avoided with a well thought out approach.

In my experience, although there are often many challenges to overcome, the most common roadblocks to establishing a marketing PMO are unrealistic stakeholder expectations, resistance to change, and lack of understanding how to properly use the PMO

• Unrealistic stakeholder expectations.

  It is important to understand the baseline expectations of the various stakeholders at the very beginning. Most often, I have found that the baseline expectations can vary widely from one individual stakeholder to the next. Once the baseline expectations are known, it is important to establish realistic expectations and obtain the stakeholder alignment to a new set of expectations using the proper mix of consensus building techniques.

• Resistance to change.

  Each organization will vary in both willingness and ability to adapt to new or modified processes. Apply the proper organizational change leadership steps to overcome an organization's resistance to change. Demonstrating real benefits will lessen the resistance.

• Understanding how to properly use the PMO.

  Once the marketing PMO has been approved and begins to become established, the education process begins. In many ways, the PMO has to market to the marketers to establish, formalize and maintain the marketing PMO. As part of the internal marketing process, the PMO must educate the marketing staff about the PMO, how the PMO operates, and how to engage with the PMO for maximum benefit.

The marketing PMO can add significant value and improve marketing results in many ways. By following a few guidelines and establishing maturity goals for the PMO that evolve over time is the best route to success in establishing a marketing PMO. Some of the guidelines for establishing the marketing PMO roadmap include:

• Provide just enough process to maintain financial and status visibility to organizational leadership through the Chief Marketing Officer (CMO) and above
• Establish a communications process to enhance coordination of on-brand messaging across marketing channels for consistent impactful marketing that motivates clients and consumers to purchase goods and services
• Enable enough flexibility in the project management process to adapt to our the needs of the marketing stakeholders
• Avoid becoming too rigid to enable the marketing department to quickly change directions and plans to address the messaging needs to attract clients

I have found that following these guidelines to build the roadmap for establishing the marketing PMO will lessen or even remove some of the potential roadblocks to success. Initially it also helps if project managers within the PMO can align with marketing staff that understands the need and is open to trying a new approach that will allow them to focus more on the creative process. Focusing the marketing team on the business of marketing and less on project management enables the teams using the PMO to experience many of the following benefits:

• Raising senior management's confidence in the solution.

  By improving coordination and communication across departments within marketing by following proven project management techniques, the entire team will operate with a unified vision. Senior leadership will recognize the value of collaboration.

• Enhancing marketing performance.

  I have witnessed situations where after the PMO was established, the marketing team was able to reverse declining sales and generate significant growth by improving the cross channel communication and consistency of consumer oriented messaging.

• Improving timeliness of deliverables.

  Developing realistic timelines, with clear identification of milestones and dependencies will improve marketing's track record for delivering marketing content timed to maximize the consumer impact. The PMO provides planning to enable the highest quality materials by avoiding the inefficiencies and lower quality of a last minute scramble. I have encountered situations where important opportunities to connect with the consumer were missed, or met with lackluster content due to lapses in the planning process.

• Building consensus.

  Coordinating multiple related or dependant activities will provide a forum for all stakeholders to contribute. A key part of the coordination is informing stakeholders of current direction as ideas transform into on-brand, marketing content and effective in-market execution.

When establishing a marketing PMO, one needs to remember that the PMO is a continuing journey, not a final destination. Every journey begins with the first step. Developing and following the roadmap for establishing the marketing PMO will help make sure, the marketing PMO starts on the right foot.

The acronym DDPE can be used to remember the four stages:

Defining and analysing the problem involves identifying the problem to be solved. The exact requirements of the problem need to be determined and whether it can be solved using information technology. All factors need to be identified, such as technical, operational, time, financial and ethical.

Designing possible solutions involves generating different solutions to the problem. It any require investigating solutions to similar problems. It often involves using application software. However, if the problem requires a specific solution, then the solution may involve programming.

Producing the solution involves building the solution to solve the problem. It involves applying the application software to the problem or writing software.

Evaluating the solution involves checking the results of the solution and making sure it solves all aspects of the problem. It can be used to highlight and improve any part of the solution.

Project development aims to produce a solution that is as effective and error-free as possible.

There are three important features:

Each stage has certain tasks to be completed. It builds on the decisions of the previous stages. However, in the development of a solution there is often a good reason to return to the previous stage.

Each stage is not always separate and distinct. People involved in the development of the solution often switch between stages.

The extent of each stage depends on the complexity and size of the project. In a small project, some of the stages can be simplified and completed quickly. However, in a large project all the stages will be involved.

Management

The most efficient way of solving a problem is through careful planning and making the best use of your available resources.

A project plan describes what is to be done, who will do it, when it will be done and how it will be done. It outlines the resources that will be needed and the expected results of each stage in the project. When developing a project plan you need to be aware of the overall stages of the project and the tasks that have to be completed. The project plan should effectively use the talents of each member of the group. Different tasks are assigned to each member and the workload spread across the group. A journal and diary entries are used to record and monitor the progress of the project. A project plan is prepared by a project leader. A project leader is responsible for the project from the beginning to the end. They ensure the project is meeting its goals and resolve any conflicts.

A Gantt chart provides a quick method of determining if the project is on time. Gantt charts are used in meetings to review progress and identify problems. A Gantt chart is a bar chart with each bar representing a task. The vertical axis of the Gantt chart lists the tasks and the horizontal axis shows the time frame. The success of a project depends on accurate time estimates for each task. Tasks can be concurrent or dependent. Concurrent tasks are tasks performed at the same time. A dependent task requires another task to be completed before it can begin.

File management is an important but often neglected part of project planning. If an efficient structure and naming system is implemented, time will not be wasted. The importance of backing up you project cannot be overstressed. Unfortunately there have been group members who have lost all their work the day before the project was to be completed. This problem is unavoidable. Group members need to implement a process for backing up their project on a regular basis.

Resources are the tools needed to complete all the tasks of a project. The type of problem and the size of the project have an effect on the resources. Resources can include the group members, hardware, software, consumables (paper, ink cartridges, CD's), and access to the Internet, data, finances and time. Identifying resource requirements early in the project will save time and resources later. Is the available information suitable for the project? How can the data be collected? What training is required to complete the project?

Communication Techniques

Communication techniques include a variety of strategies and skills for dealing with other people. Strategies for effective communication are categorised as verbal, written and graphical:

Verbal communication is the use of the spoken word. It involves not only the words themselves but also the tone and the loudness of the voice. eg: "This has been a great day" could have been negative or positive depending how they are said. Effective verbal communication skills allow you to inform, persuade and motivate others. You should choose your words carefully and practise any major speeches. When conducting an interview the questions should be thoroughly prepared before the interview.

You must make all the members of your team believe that each one have a key role in any project you're working in.

Meet people personal life and expectations

If you deeply know your team you will be able to give something when they need and to get something from it when the company needs them. The advantage of being human with people is that we will get it from them in double. Learn how to deal with people expectations, try to match them according to your possibilities and keep a motivated team.

Never lose your patience

Think with me. If you make a mistake and someone is rude or screams at you, you will fell bad and revolted. Everyone make mistakes sometimes.

Now imagine that instead of heel at you, the project manager softly tells you that next time you must pay more attention and calmly explains you the right procedure as if nothing has happened? Do you realise the difference?

Give to receive

It's very common that the project manager expects high levels of productivity from some team members based on their education level, organizational and communication abilities, and suddenly he finds out that not all the work is being well done. This is a very usual mistake. If you have any kind of expectations about your team, you must share them with it, identify weaknesses and give or provide external training if needed.

Exemplify everything

If you want someone to do something, whatever it is, you must give a practical example of what you want. Theory is often misunderstood. An example never fails!

Be fair and make your stars

If a member of your team is making a really good work, make everybody know about that including him. Everybody like praises, and no one wants to stay behind…

Make a break, drink a coffee and laugh

Leading a team is always about dealing with people. Don't let them work to many hours without a break, that might kill creativity and people motivation.

Increase good humour and a healthy honest work environment. Make your team understand that there are appropriated moments for everything. Time to laugh and time to concentrate! Time to work hard and time to celebrate the good result achieved by an effective team!