There’s a sea change going on – a quiet revolution in the way we work as teams. Successful virtual teams, without question, have been on the forefront of this change. But co-located teams are also beginning to reap the benefits of a new way of working.
To decode the secret, let’s start by examining a simple concept that traditionally has been critical to teams: meetings.
Patients in New England rely on the health care system of highly qualified physicians, specialists, and other providers at Dartmouth-Hitchcock. In addition to primary care services at local community practices, Dartmouth-Hitchcock patients have access to specialists in almost every area of medicine, as well as world-class research at the Dartmouth Medical School and centers such as the Dartmouth Institute for Health Policy and Clinical Practice. With more than 6,500 employees, a number of locations, and a broad mandate, managers at Dartmouth-Hitchcock are responsible for a steady and diverse stream of thousands of projects at any given time.
Dartmouth-Hitchcock’s web content manager, Ryan Newswanger, understands the challenge of managing multiple projects simultaneously across the entire healthcare system. In his role, Newswanger supervises eight content producers, three full-time developers, and dozens of web projects. Ryan’s group began using a content management system and basic project management software to keep track of the various activities in his group. He used this software to manage people’s task lists; however, he quickly realized deeper insights were needed into the entire scope of the projects.
Doesn’t it just bug you? All that juicy data you put into LiquidPlanner. Task estimates. Timesheet entries. Deadline dates. Individual availability. Max hours. And what do we give you back? A couple things, of course: your timesheet export, your plan export, and some auto-generated trend charts with high-level information about your projects. But are you satisfied with that? No? We aren’t either. When it comes to reporting, you want more, you want better, and you want it as soon as possible. We’ve finally got some good news for you: you’re about to get it.
What would you be doing in this position? The broad answer is this: overseeing our inbound marketing programs and projects, as well as working with the internal LP team and outside agencies. Let’s get a little more specific.
We're hiring like gangbusters at LiquidPlanner, and now we’re on the hunt for someone to join our rockin’ marketing team. But we’re not looking for just any kind of marketer – we want someone who’s been around the block, a passionate professional who’s been hard at work for 5-7 years and has spent time in a B2B company. Are you SaaS-y? Even better.
Please give a warm welcome to the newest member of the LiquidPlanner crew! Liz Rosen recently joined our support team and is looking forward to helping new and existing customers with all of their online project management questions. To help you get to know Liz a bit, we decided to grill her with a few questions of our own!
The University of Dayton, one of the top Catholic universities in the nation, has had the same motto for the last 150 years: to learn, lead and serve. And serve they do, with over 10,000 students attending every year. With a diverse student population, the university has made it a priority to encourage students to become well-rounded future leaders by providing them with real world skills.
The Enrollment Office is the department responsible for enrolling students from different cultures and socio-economic backgrounds. Robert Winger, Director of Enrollment Technology, understands better than anyone about the pressures faced by all departments (including marketing and admissions) to ensure the university establishes a rich and diverse student body.
It's no secret that many project teams today are geographically dispersed, even inside relatively small companies. In our "flat" world, nearly everyone relies on distributed resources. Social research from as far back as 40 years ago demonstrates there is a positive correlation between physical proximity and the probability of communication. Individuals whose desks are more than 100 feet will likely only communicate with one another other electronically.
For teams who are spread across the country, across the globe, or even just across metropolitan areas, most collaboration takes place in email, instant messages, or in the online tools used to manage work and projects. The conversations over these channels lack the nuances of face-to-face communication (including facial expressions, stance, and tone), personal knowledge of the communicator, and a rapid real-time feedback loop. The resulting fragmentation can leave team members without a sense of cohesion, struggling to piece together the information they need to do their jobs.
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Charles Seybold
