The Project Management Hat is the most complex of the hats. It incorporates its six predecessors and many additional conflicting hats. The PM hat requires one to be empathetic yet be a driver; to be decisive yet inquisitive, to be structured yet adaptive, and to think "big picture" yet "sweat the details." The role of PM is full of contradictions that must be reconciled in order to succeed.
Salient features of the 7th hat are alignment with strategy, doing the right thing, doing things the right way, when to begin and when to end, improving the likelihood of intended outcomes, etc.
The seventh hat calls for execution – how will we get it done?
It covers high-level who, what, when, and how. Too often, these are the questions that are left for later.
Questions you might have while wearing the seventh hat:
• Is this strategy practical?
• Is my organization ready for a change of this magnitude and complexity?
• If we do this, what else is not simultaneously feasible?
• What will our milestones be? Will they be conservative or aggressive?
• Who will help accomplish this? Are their incentives and accountabilities aligned?
The 7th hat enables deliberate …show more content…
Ask the question, does each level of the organization involved in the set of changes have a complete and common understanding of the goals? Some organizations believe they can achieve more by cramming more work at each prioritization level. They have many number one priorities. Naturally, then, employees and managers pick and choose what they feel is the most urgent and important from among the so called #1 priority list, and invariably their focus differs from one another from day to day. You can imagine how efficient that would be. So, ensure priorities are aligned across projects and across the set of
Salient features of the 7th hat are alignment with strategy, doing the right thing, doing things the right way, when to begin and when to end, improving the likelihood of intended outcomes, etc.
The seventh hat calls for execution – how will we get it done?
It covers high-level who, what, when, and how. Too often, these are the questions that are left for later.
Questions you might have while wearing the seventh hat:
• Is this strategy practical?
• Is my organization ready for a change of this magnitude and complexity?
• If we do this, what else is not simultaneously feasible?
• What will our milestones be? Will they be conservative or aggressive?
• Who will help accomplish this? Are their incentives and accountabilities aligned?
The 7th hat enables deliberate …show more content…
Ask the question, does each level of the organization involved in the set of changes have a complete and common understanding of the goals? Some organizations believe they can achieve more by cramming more work at each prioritization level. They have many number one priorities. Naturally, then, employees and managers pick and choose what they feel is the most urgent and important from among the so called #1 priority list, and invariably their focus differs from one another from day to day. You can imagine how efficient that would be. So, ensure priorities are aligned across projects and across the set of