Wie können Sie die Motivation für langfristige Projekte aufrechterhalten?

Honest communication irrespective of positive or negative. Keep the team updated on strategy, goals and vision, Adjust priorities, as needed to be successful on long term projects.

Divide it into short-term projects or set milestones and celebrate the completion/ achievement of each one, including individual rewards and recognition (preferebly non monetary).

In my experience, keeping the purpose alive and celebrating wins at key milestones with stakeholders help everyone stay motivated. Communicating the progress to those not involved provides recognition to those on the project and keeps those not involved in the loop. Sharing what will be different and how the project will impact others also aids in motivation throughout the process.

It's hugely important to maintain velocity during long term projects. Human nature is to coast when the deadline is 'far-off'. Break the delivery into sections, tackle the hardest technical parts of the delivery first, test continuously and rigorously and deliver into production incrementally and early. Never miss or underestimate non-functional testing, else it can bury the whole program. Finally if you are an Engineering Lead, no matter how senior - be ready to deep dive the trouble spots with your team.

Stakeholder expectations and communications are key. They need to know they're in this for the long haul, and what is expected of them and when. I'm a fan of 1-2-1 conversations with stakeholders to agree inputs/deliverables needed from them/their team and the relevant dates. It's critical for them to plan for these alongside their other commitments.

To stay motivated for long-term projects, setting specific and achievable goals and breaking the project down into smaller tasks is important. Celebrating milestones along the way, staying organized with deadlines and progress tracking, seeking support from peers or mentors, and reminding yourself of the project's significance and the benefits of completion can all help you stay motivated. It's important to remain flexible, adapt to challenges, and stay focused on the end result to sustain motivation throughout the journey.

This is a question that we have discussed many times with my guests on The Transformation Leaders Podcast and the most common response has been to be clear on the ultimate outcome but also be clear on the short and medium term potential and celebrate the achievement of these.

Keep motivation alive in long projects: Set clear goals, share vision, and align with priorities. Define roles and give support. Clarity beats confusion and fuels commitment - always.

COMMUNICATE ALWAYS! Offer frequent, consistent, and balanced (the good AND the bad) updates. Take care to include EVERY team member, direct reports and subcontractors alike. It takes time and commitment, but your team regularly sees you as invested, and many will mirror that intensity for success. You lead from the front, not redirect from the rear.

Keep motivation high by slicing your program into bite-sized pieces—phases, milestones, or sprints. This sharpens focus, tracks progress, and adapts plans flexibly. Celebrate wins and learnings, and don't forget to reward your team along the way.

Identify a quick win at the early stage of the project and conduct a retrospective meeting to discuss the lessons learned. For very large programs, it is important to have clear ownership of each deliverable that is being built in parallel and to align the team on how to seamlessly integrate these deliverables. This approach helps to clarify any grey areas and unknowns that may bring uncertainties and impact team motivation and commitment.

By breaking down the program in smaller chunks, teams can continue to celebrate success (big or small) throughout the duration of the project. This allows people to appreciate progress and look forward to the next milestone.

Especially long-running programs will be challenged by team fatigue and are at higher risk of any of the program's parameters, may it be scope, budget, or timeline. Recognizing that reality and building the framework to deal with those changes upfront (including managing the expectations of the stakeholders) is key. No multi-year program has ever progressed as envisioned on day one.

Bite sized chunks is key. Set clear milestones, work towards them and celebrate successes as they occur. Make sure the whole team understands how the milestones contribute to the achievement of the overall objective of the programme. Recap this periodically, to maintain interest and understanding.

En effet des releases réalistes et de courtes durées portent leurs fruits. Mais il faut bien clarifier le scope des releases.

In my experience, this is the best key to success. For multi-year programs, typical constants like stakeholders, core team, scope and budget usually change. Hence, the best way to approach a long multi-year effort is to consider it as an aggregate of multiple projects with individual milestones that are concise and clear. If each milestone is on track, each project will be on track and as a consequence the long-term project will be on track as well. The team will be motivated as each milestone will provide a sense of achievement or a pivot point based on the outcome.

For long project this is the best way, to breakdown the project into small pieces and keep the team focus son what’s next, from time to time look the overall but to keep the team motivated we need to monitor the immediate milestone to achieve and also important is to celebrate and recognize any achievement big or small

There is a huge difference between speed and pace. Pace is the aim, which means do what makes sense to do from the perspective of front line staff. Never assume you know what’s best for them, communicate constantly, keep those channels widely open.

Absolument d'accord avec cette approche ! Diviser le programme en phases, jalons ou sprints est une stratégie efficace pour maintenir la motivation et l'engagement de l'équipe. En se concentrant sur des tâches et des livrables plus immédiats, on facilite la gestion des projets et on permet un suivi plus précis des performances. Cette méthode offre également une flexibilité précieuse pour ajuster le calendrier, le budget et les plans de gestion des risques en fonction des retours et des imprévus. Enfin, célébrer chaque étape franchie et reconnaître les efforts de l'équipe contribue à renforcer la cohésion et à encourager un travail de qualité.

Regular feedback also means listening to your team. Listening requires trust that your team will share their concerns with you. And also listening requires time, time that is purposefully spent without distraction.

For longer projects, keep the wheels turning with a solid feedback and communication system. Share updates, listen to concerns, and solve issues collaboratively. This will help build trust and transparency, while keeping the team motivated.

One of the most important skills for a PMM professional is stakeholder engagemnt. Regular feedback needs maintaining at all levels of stakeholder engagement, from most senior to junior, internal to external teams members and organisations. Depending on type of stakeholders this can be through: - Briefings (Ministers, Permanent Secretaries, Corporate level). - Board or Committee packs (management/leadership groups) - Monthly newsletters/bulletins (for staff, stakeholders in other departments and external stakeholders) - Regular engagement sessions tailored to specific stakeholders This will allow you to facilitate engagement, interest, maintain a feedback process, help you raise any concerns/challanges early and ultimately gain buy in.

Get the team into a consistent rhythm of communication. I've lead two polar opposite teams at this point. The first really shined when we met every morning to talk about what they accomplished yesterday, what they were doing today, and what they intended to accomplish. This gave all teammates awareness of the other and this resulted in a lot of organic crosstalk. My second team was more ad-hoc, I made available a set of slides that wrote down all the things we were accomplishing throughout the week that they could reference wherever they wanted. Both ended up improving the communication between teammates, and I felt the first method was a little more effective.

Consistent and clear communication is key in every program but essential in long-running programs. Teams must not lose sight of the program objective, the 'NorthStar' and sponsors and other stakeholders not only need to be updated on progress but also - in some cases - be reminded of the existence of the program. Building out a communication plan for such programs is a helpful activity.

I completely agree with the importance of establishing a robust communication system in program management. Regular updates and feedback not only enhance transparency but also build trust among teams and stakeholders. Actively listening to concerns and addressing them promptly fosters a collaborative environment. This communication framework is not just about sharing information; it's a cornerstone for maintaining motivation, engagement, and a sense of shared purpose throughout the life of complex, long-term projects.

There is nothing more powerful than establishing a community of EMPOWERED people, once a sense of ownership is established then you have a solution you can build on. This is the power of the collective at work.

Sur un projet de longue durée une communication structurée est primordial pour garder les stake holder au courant de l avancement et des besoins d aide. Ceci permet de garder tout le monde sur la même longueur d onde

Daily SCRUM and Weekly Ceremonies are essential for capturing feedback from all parties. Full Transparency of RAID updates with a focus on Risks and Issues must be diligently maintained based on the outcome of daily SCRUM and Weekly internal and customer meetings. Where issues are in play that are blocking a project Story or Task, coordinated remediation and open communication on how the issue(s) are or can impact the project timeline and milestones. The remediation actions must be tracked and regular updates to customer maintained until project is again moving forward.

Create continuous milestones and objectives to the team. Celebrate achievements. Diversify motivation benefits along the project lifetime. Be closer to the team to avoid accumulation. Trust, Empower and control.

Fuel long-term project motivation by handing your team the reins. Grant autonomy in how, when, and with what tools they work. Empower them to make decisions and innovate. This cultivates skills, creativity, and confidence and boosts satisfaction.

Establish the structure (people, process, tools, delivery plan, communication plan). Enable the teams. Empower the teams (avoid micro-managing). Step in to mentor and aid when team members hit a block or a perceived block.

L autonomie est un must. Le micro managing de projet ne vous donneras jamais le meilleur résultat. Im va vous donner un résultat mais choses certaines vous aller passer à côté de plein de belle solution et profit. Vous travailler avec des professionnels, encadrer les supporter les et laisser les travailler.

Listen to the team and understand how they are with the objective and milestone. Encourage them to present their ideas with brainstorming session to enable communication within the team so that individuals get empowered and enthusiasm.

In my opinion, providing autonomy and empowerment to a team is crucial for fostering a positive and productive work environment. When team members have the freedom to make decisions and approach tasks in ways that suit their strengths and creativity, they feel more invested in the project's success. This approach not only boosts their confidence but also encourages skill development and innovation. Empowering team members to solve problems and make choices within their scope of authority promotes a sense of ownership and responsibility, leading to higher job satisfaction and motivation. It's a strategy that respects and utilizes the unique abilities of each team member, contributing to the overall success of long-term projects.

Fostering autonomy and empowerment is key for long-term project success. When team members have the freedom to choose their work methods and make decisions within their authority, it not only enhances their skills and creativity but also boosts confidence. Empowering individuals to solve problems and innovate cultivates a sense of ownership, leading to increased job satisfaction and motivation. It's a powerful strategy for nurturing a self-driven and motivated team in the dynamic landscape of long-term projects.

The best way to empower is to allow the key influencers to be part of forming the vision and strategy right from the start. It’s that simple, let them articulate the future but use external and internal data to guide that articulation.

For long term projects it is important to celebrate milestones, build in team building time and include fun. Think about facilitated sessions with engaging group sessions, food and even balloons! These type of sessions give the team a point in time to stop and assess what has been accomplished, what is working, what is not working, ideas for change and then planning for the next stretch of time ( ie quarter, half year etc.)

Nurture motivation in long-term projects by advocating for a positive, supportive culture. Embrace diversity, inclusion, and equity. Foster belonging, community, and a love for learning. Recognise and celebrate efforts, successes, and even failures. Cultivating this type of environment elevates morale, well-being, and motivation for a lasting program impact.

Without measurement and evaluation (objective measurement), nothing will not get there! You must keep a log of where you want to get to and where you are at the moment. Think deliverables, then measure them.

Building a positive and supportive culture is crucial for sustaining motivation in long-term projects. By valuing diversity, inclusion, and equity, you create a sense of belonging and community that enhances team spirit. Encouraging continuous learning, growth, and development fosters a dynamic environment. Providing feedback, coaching, and mentoring opportunities further supports individual and collective progress. Recognizing and appreciating achievements, efforts, and strengths, while celebrating successes and learning from failures, contributes to a culture of resilience and motivation. It's a holistic approach that not only boosts morale and well-being but also leaves a lasting, positive impact on the overall success of the program.

Recognition is the most underrated aspect of project and programme management in my view. It should be considered as an investment in your people. Research shows that just as important as financial reward is the feeling of being valued. There is a very small price to pay for small, thoughtful, and timely gestures (but significant and lasting return on investment), but to ensure this happens consistently requires authentic leadership at all levels. Get the right leadership in this respect and you cannot fail.

Time and time again, long term projects need "refresh" and "resets" so that interventions are cutting edge, sustainable and relevant. Consider incorporating quality improvement strategies into program delivery: PDSA (Plan-Do-Study-Act) or PDCA (Plan-Do-Check-Act) are great examples of objective ongoing program reviews and identification of what is working well and what needs a rethink...

Don’t just focus on getting the final deliverable completed and closing out with the customer. Other facets of motivation can include the new processes and networks built as a result…especially when working with new customers/stakeholders. Challenging our teams and orgs with new and different constraints can also be invigorating. This is a means to drive innovation and creativity and is a way I build in deliberate ’play’.

Transparency is a key aspect to aligning motivations of individual members to the shared goal of the program. For longer projects, it's even more important as the end is not always in sight. Sharing and repeating the objectives and benefits of the project, communicating changes often and keeping doors open for questions / concerns throughout the project helps maintain engagement and sense of belonging - all important to keep the team motivated.

Program/Projects managers are the agents that connect Strategy of the organization with the operational execution. While its important to explain the strategy and goals to executers down the line, it is Critical to make them realize how their contribution is actually valuable to the strategy and benefits. Few other things motivate people as much as value and worth of the selves.

Consistent pace is very important in any long term programs. It increases predictability, optimises cost management and management over head. But it’s tricky to maintain this consistency. Hence with my closer to 2 decades in IT and industrial manufacturing experience, I have ensured to create every or alternate goal to be a converging goal towards program’s objectives and celebrate them. This motivates teams and all stakeholders to develop the rhythm of consistency!

1. Ensuring Happiness factor of the team high. 2. Continuous course correction based on bigger picture or aligning ourselves for end goal. 3. Estimates are meant to be estimates and never consider them as actuals and not to put pressure back on team for small set backs. Learn and adapt as we progress.

This question actually made me laugh because I’m a mom. My two girls are 14 and 16 and I can’t think of two more long-term projects than those two… all joking aside. Be hungry for it. Sure all projects have ups and downs but this is the best way to learn and fine tune your skills. Maybe you need to deal with a “hard to deal” with coworker, or a late deliverable, or worse team restructuring and now the project is understaffed. We need to remember we never stop learning.

Consistently reground in your "North Star", meaning remind yourself what the long term project is in service of or leading you toward by revisiting the mission, goals, and your personal stake/investment in them!

Long term motivation could be achieved when Business Engg teams collaboratively collectively agree with milestone/features across each Projects. Inculcate Scrum values within different cross functional teams team empowerment. Monitor progress on weekly basis especially burn downs chart, velocity chart, team utilisation, etc per projects along with Reviews/feedbacks from Retro. Organize 1 hour fun sessions across teams including Business stakeholders so as to have relaxing time and further connect between and across teams it helps to build trust. Ensure to empower Project Managers to always shield their teams for best practices while handle shortcomings as lessons learned and take appropriate actions in best interest of teams.

Keep the vision alive by rehashing the end goal. Whether in video form, narrative or discussing, keeping the dream alive keeps the team focused. Martin Luther, saying "I have a dream..." is the approach. Make sure everyone on the team keeps "dreaming" and have clear cut visualizations of what the end result will look like and how it will feel like to win.