subtitlecat.com

All language subtitles for KU PMGT 840 Session 3 (Part B)- Prioritizing

Afrikaans

Akan

Albanian

Amharic

Arabic

Armenian

Azerbaijani

Basque

Belarusian

Bemba

Bengali

Bihari

Bosnian

Breton

Bulgarian

Cambodian

Catalan

Cebuano

Cherokee

Chichewa

Chinese (Simplified)

Chinese (Traditional)

Corsican

Croatian

Czech

Danish

Dutch

English

Esperanto

Estonian

Ewe

Faroese

Filipino

Finnish

French

Frisian

Galician

Georgian

German

Greek

Guarani

Gujarati

Haitian Creole

Hausa

Hawaiian

Hebrew

Hindi

Hmong

Hungarian

Icelandic

Igbo

Indonesian

Interlingua

Irish

Italian

Japanese

Javanese

Kannada

Kazakh

Kinyarwanda

Kirundi

Kongo

Korean

Krio (Sierra Leone)

Kurdish

Kurdish (Soranî)

Kyrgyz

Laothian

Latin

Latvian

Lingala

Lithuanian

Lozi

Luganda

Luo

Luxembourgish

Macedonian

Malagasy

Malay

Malayalam

Maltese

Maori

Marathi

Mauritian Creole

Moldavian

Mongolian

Myanmar (Burmese)

Montenegrin

Nepali

Nigerian Pidgin

Northern Sotho

Norwegian

Norwegian (Nynorsk)

Occitan

Oriya

Oromo

Pashto

Persian

Polish

Portuguese (Brazil)

Portuguese (Portugal)

Punjabi

Quechua

Romanian

Romansh

Runyakitara

Russian

Samoan

Scots Gaelic

Serbian

Serbo-Croatian

Sesotho

Setswana

Seychellois Creole

Shona

Sindhi

Sinhalese

Slovak

Slovenian

Somali

Spanish

Spanish (Latin American)

Sundanese

Swahili

Swedish

Tajik

Tamil

Tatar

Telugu

Thai

Tigrinya

Tonga

Tshiluba

Tumbuka

Turkish

Turkmen

Twi

Uighur

Ukrainian

Urdu

Uzbek

Vietnamese

Welsh

Wolof

Xhosa

Yiddish

Yoruba

Zulu

Would you like to inspect the original subtitles? These are the user uploaded subtitles that are being translated: 1 00:00:01,100 --> 00:00:05,880 Welcome to Part B of Session 3 in PMGT 840, Developing as a Project Leader. 2 00:00:06,220 --> 00:00:10,160 In this section, we are going to focus on prioritization, which is one of the 3 00:00:10,160 --> 00:00:12,420 most essential skills for any project leader. 4 00:00:12,900 --> 00:00:17,740 Knowing what to focus on, when to act, and how to allocate resources can make 5 00:00:17,740 --> 00:00:18,740 break a project. 6 00:00:19,080 --> 00:00:23,580 Let's dive into how effective prioritization supports decision -making 7 00:00:23,580 --> 00:00:24,580 drives project success. 8 00:00:32,369 --> 00:00:34,930 Prioritization is more than just a planning activity. 9 00:00:35,290 --> 00:00:39,970 It is a core leadership skill that helps project leaders stay focused on what 10 00:00:39,970 --> 00:00:40,970 truly matters. 11 00:00:41,190 --> 00:00:45,950 Strong leaders know how to adjust priorities throughout the project and 12 00:00:45,950 --> 00:00:48,270 right method that fits their team and goals. 13 00:00:48,530 --> 00:00:52,830 They understand the difference between strategic priorities and day -to -day 14 00:00:52,830 --> 00:00:57,630 tasks, and they stay aware of key constraints like time, cost, and scope. 15 00:00:58,350 --> 00:01:02,730 Being flexible and able to sift through data helps them make better decisions 16 00:01:02,730 --> 00:01:04,489 and keep the project on track. 17 00:01:07,150 --> 00:01:11,810 In many projects, there are simply too many stakeholders to treat them all the 18 00:01:11,810 --> 00:01:12,689 same way. 19 00:01:12,690 --> 00:01:17,430 That's why effective leaders prioritize the stakeholders based on their level of 20 00:01:17,430 --> 00:01:18,430 power and interest. 21 00:01:18,570 --> 00:01:23,230 A common tool for this is the power and interest grid, which helps identify who 22 00:01:23,230 --> 00:01:24,730 matters most to the project's success. 23 00:01:25,640 --> 00:01:30,100 Good leaders focus their time and energy on the stakeholders who can influence 24 00:01:30,100 --> 00:01:31,320 outcomes the most. 25 00:01:31,620 --> 00:01:36,620 And as the project evolves, they revisited these priorities and adjust 26 00:01:36,620 --> 00:01:38,540 engagement strategies as needed. 27 00:01:41,080 --> 00:01:46,140 Effective project leadership is not just about assigning tasks. It is also about 28 00:01:46,140 --> 00:01:49,820 assigning the right tasks to the right person at the right time. 29 00:01:50,250 --> 00:01:55,310 Strong leaders know how to prioritize tasks based on what matters most and the 30 00:01:55,310 --> 00:01:56,310 resources available. 31 00:01:56,630 --> 00:02:01,010 It is also important to check in after sharing information to see if anyone 32 00:02:01,010 --> 00:02:02,590 needs more clarity or support. 33 00:02:03,090 --> 00:02:07,070 And when you understand each team member's strengths, you can make task 34 00:02:07,070 --> 00:02:09,470 assignments that are both fair and realistic. 35 00:02:11,730 --> 00:02:16,450 To make smart decisions in complex projects, professional leaders often use 36 00:02:16,450 --> 00:02:18,450 structured prioritization methods. 37 00:02:19,230 --> 00:02:23,510 One method is multi -criteria weighted analysis, where you evaluate options 38 00:02:23,510 --> 00:02:25,430 based on specific weighted factors. 39 00:02:25,690 --> 00:02:30,650 Another is the Moscow method, which helps you categorize needs as must 40 00:02:30,810 --> 00:02:33,490 should -have, could -have, or won't -have. 41 00:02:34,010 --> 00:02:38,850 These tools help the whole team stay transparent, consistent, and aligned, 42 00:02:39,070 --> 00:02:41,970 especially when multiple stakeholders are involved. 43 00:02:44,940 --> 00:02:49,580 Great project leaders know how to balance big -picture goals and day -to 44 00:02:49,580 --> 00:02:55,240 demands. That means distinguishing between strategic priorities which 45 00:02:55,240 --> 00:03:00,800 long -term success and tactical priorities which deal with short -term 46 00:03:00,800 --> 00:03:01,800 challenges. 47 00:03:02,080 --> 00:03:07,460 Strategic focus helps guide decisions in the right direction while tactical 48 00:03:07,460 --> 00:03:11,580 flexibility lets you adjust when things don't go as planned. 49 00:03:12,490 --> 00:03:16,630 When you manage both well, you are not just leading. You are thinking like a 50 00:03:16,630 --> 00:03:19,610 strategist and acting like a result -driven manager. 51 00:03:21,810 --> 00:03:27,150 In complex and fast -paced projects like tech, construction, or research, 52 00:03:27,430 --> 00:03:31,490 leaders face a lot of information coming at them all at once. 53 00:03:31,910 --> 00:03:36,070 The key is to filter out the noise and focus on what really matters. 54 00:03:37,030 --> 00:03:42,680 That's why strong leaders rely on dashboards, progress reviews, and data 55 00:03:42,680 --> 00:03:43,940 guide them their priorities. 56 00:03:44,440 --> 00:03:48,800 They also know how to tell the differences between what is urgent and 57 00:03:48,800 --> 00:03:49,800 truly important. 58 00:03:50,440 --> 00:03:55,100 When you manage the flow of the information well, you are able to make 59 00:03:55,100 --> 00:03:57,040 decisions that have real impact. 60 00:03:59,860 --> 00:04:03,380 Here is an example of smart prioritization in action. 61 00:04:03,920 --> 00:04:08,680 Imagine Tom is leading a healthcare construction project, and he makes sure 62 00:04:08,680 --> 00:04:12,080 he stays focused on tasks that have the biggest impact. 63 00:04:12,440 --> 00:04:17,440 He carefully aligns resources with critical activities and avoids wasting 64 00:04:17,440 --> 00:04:19,980 and energy on those low -priority works. 65 00:04:20,320 --> 00:04:25,300 When it comes to stakeholders, he focuses on those with the most influence 66 00:04:25,300 --> 00:04:26,480 secures the key support. 67 00:04:27,260 --> 00:04:33,030 By separating strategic goals from daily tasks, Tom keeps the team aligned and 68 00:04:33,030 --> 00:04:38,310 motivated. The result, the project finishes on time with the high quality 69 00:04:38,310 --> 00:04:39,410 full client satisfaction. 70 00:04:41,810 --> 00:04:45,990 Now let's look at what happens when prioritization goes wrong. 71 00:04:46,670 --> 00:04:51,550 Imagine Jason is managing a similar project but doesn't take time to 72 00:04:51,550 --> 00:04:53,130 what's urgent or important. 73 00:04:53,530 --> 00:04:56,050 He tries to move everything forward at once. 74 00:04:56,720 --> 00:05:01,900 This results in critical resources being spent on low -impact tasks while key 75 00:05:01,900 --> 00:05:03,100 activities fall behind. 76 00:05:03,460 --> 00:05:08,280 He also misses key stakeholders, leading to the loss of funding and support. 77 00:05:08,900 --> 00:05:13,940 Because Jason doesn't separate strategic goals from daily tasks, his team 78 00:05:13,940 --> 00:05:18,660 becomes confused and misaligned. In the end, his project faces delays, 79 00:05:18,920 --> 00:05:22,120 dissatisfaction, and even the risk of being shut down. 80 00:05:24,590 --> 00:05:26,830 And that brings us to the end of Part B. 81 00:05:27,310 --> 00:05:31,450 If you have any questions or ideas you would like to share, feel free to reach 82 00:05:31,450 --> 00:05:36,250 out. When you are ready, jump into Part C, where we will explore coaching. 83 00:05:36,970 --> 00:05:41,250 Coaching is another key responsibility for project leaders who want to bring 84 00:05:41,250 --> 00:05:42,430 the best in their teams. 85 00:05:42,830 --> 00:05:46,630 Thank you very much again for watching this video, and I'll see you in the next 86 00:05:46,630 --> 00:05:47,630 section. 7815