Why Project Teams Frequently Fail at Brainstorming
By Dr. Harold Kerzner, PhD
Abstract
How often have we heard executives and project managers say, “We need to come up with some new ideas” or “We need to find some elegant solutions to this project problem”?
The project manager then sends out e-mails to all the team members with the hope of filling every available seat in a conference room with the belief that the more people that attend, the greater the number of ideas generated. The session may be virtual or onsite. Brainstorming sessions can exist anytime during the life cycle of a project where there is a large or small decision to be made.
When the sessions work as planned, participants may feel elated in the creativity that they participated in. However, for some, they may experience feelings of anxiety, a loss of empowerment and even a hatred of the upcoming meeting based upon past experiences in such sessions.
This white paper will explore why project teams frequently fail at brainstorming, and what you can do to get the most out of your brainstorming sessions.
Download this white paper for access to Dr. Harold Kerzner’s exclusive insights on Why Project Teams Frequently Fail at Brainstorming.
About the Author:
Harold Kerzner, Ph.D
Dr. Harold Kerzner is a globally recognized expert in project, program, and portfolio management, innovation, and strategic planning, and Senior Executive Director at International Institute for Learning (IIL). For over 50 years, Dr. Kerzner has shared vital guidance for making project management a strategic tool for competitive advantage and helping companies around the world build a powerful foundation for company improvement and excellence.
He has authored or co-authored more than 60 textbooks/workbooks on project management, including multiple editions of his seminal works. His books include Project Management: A Systems Approach to Planning, Scheduling and Controlling; Project Management Metrics, KPIs and Dashboards; Project Management Case Studies; Project Management Best Practices: Achieving Global Excellence; The Future of Project Management; Using the Project Management Maturity Model; and Innovation Project Management.
Dr. Kerzner holds an MS and Ph.D. in Aeronautical and Astronautical Engineering from the University of Illinois and an MBA from Utah State University. He taught engineering at the University of Illinois and business administration at Utah State University, and for 38 years taught project management at Baldwin-Wallace University. A testament to Dr. Kerzner’s profound influence on the field is the establishment of the Kerzner International Project Manager of the Year Award. This prestigious award, presented annually by the Project Management Institute (PMI) which recognizes outstanding project managers who have demonstrated exceptional leadership, innovation, and contributions to the project management profession.
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