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Upcoming Webinars

How to Achieve Greatness in Project Leadership

Oct 4, 2016 2:00 PM EDT (UTC-4)
PREMIUM webinar

Have you ever felt stuck in your project management career despite taking great efforts? This is a common problem in PM when we do not have clear directions and we do not know how to get better. It is time to overcome these problems by learning how to lead your projects from within. Because project success depends on teamwork, YOUR unique leadership style will impact the outcome for YOU and YOUR TEAM!

Beyond the Certification

Oct 13, 2016 2:00 PM EDT (UTC-4)
PREMIUM webinar

What is beyond the certification? This taboo subject and its associated paths to success will be visited during this informative and fun webinar. If you’re a seasoned practitioner or new to the profession, you’ll hear nuggets of gold that your manager may not have had the time to share with you during your last one-on-one coaching session.

On-demand Webinars

Brain Leadership: How to Engage Employees through Neuroscience

by Nikolaos Dimitriadis
August 25, 2016 | 59:46 | Views: 1,358 | PDUs: 1.00 | Rating: 5.54 / 7

For decades, leaders and managers have been trained to think and act on upon the assumption that employees and customers are rational beings. Motivational, organisational and structural approaches have been developed on the premise that people know what is good for them and that they behave accordingly. Therefore rewards, bonuses, job promotions as well as punishments have been designed to make sure people understand and achieve goals. However, there is strong scientific evidence that this approach is not just irrelevant but dangerous because it does not accept humans as they are: emotional, irrational and primarily focused on their survival. Management styles need to change and modern leaders have to reconsider their approach. This webinar provides both the evidence for the need to change and directions on how this should happen. Prepare for the holistic brain leader!

See all Career Development On-demand webinars

Save Time With Tools And Templates

Process Interconnection Diagrams

deliverable
by Talha Elgazzar

A Guide to the Project Management Body of Knowledge (PMBOK® Guide) explains process inputs and outputs in a graphical representation, but shows this individually for each process without connecting the processes in a knowledge area in one diagram. This collection of maps not only achieves this, but also has connected all project processes (except the integration processes) in the same diagram with a minimum number of lines crossing. This collection of PDFs includes a diagram of each knowledge area that shows all of the internal connections, and then all are put together in one map. Also included is a Project Integration Management Diagram. Collectively, they serve as a great study aid or a nice refresher for experienced PMs.

PMI-PBA Certification Hours Worksheet

deliverable
by Rich Larson

Thinking of getting your PMI Professional in Business Analysis certification? This PBA application worksheet helps candidates organize their experience and education hours for applying for the PBA. It is practical and valuable for candidates to compile their hours before applying.

Employee Feedback Planner

PREMIUM deliverable

Use this form to prepare and organize more useful feedback for team members and other people involved in your team.

Learn From Others

The Job Hunting Project

by Eran Prigat, PMP

You have worked for your company for several years and have made the most of it; but now, it’s time to move on. With job search activities based on Process Groups in the PMBOK® Guide, this article explains how you can treat job hunting like a project, meaning that you set a timeline to execute it, it should be temporary and you should have a start date and a finish date.

Topic Teasers Vol. 84: Drafting Career Blueprints

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: Luckily, a key department manager went to bat for us and we now have a standing team. I think this will help us produce deliverables more quickly, as we don’t have to get reacquainted and learn to work with a whole new group on each project. However, the “negative Nellie” on the team is already concerned that this will stall his career. How do I show my colleagues that this is a positive step and that it will help their career progress, not hinder it?
A. Plan for the organization to pay for as many certifications and college or junior college classes as possible. Insist that any coursework your teammates want to take is crucial to their success at their current work. All knowledge is powerful knowledge in the workplace.
B. No one can plan a future career, as promotions and opportunities are only given to those who have special connections or subservient relationships with those at the CEO, CIO and CFO level. You are puffing smoke to craft pipe dreams if you suggest otherwise to your friends.
C. Work with each team member to draft a blueprint of where they would like their career to go within the next five years. Help them choose, plan and implement important steps to allow them to be ready for opportunities along their desired path. It may not work, but it’s better than not having a plan.
D. As the old Doris Day song goes, “Que sera, sera. Whatever will be, will be. The future is not ours to see. Que sera, sera.” With the lightning speed changes in business occurring each day, it is impossible to envision what skills one will need in the future. Cross your fingers and hope.
Pick your answer then Test Your Knowledge!

PMI Fellow Profile: Frank Saladis

by Bruce Harpham

After nearly 30 years in a variety of roles at AT&T, the career journey of Frank P. Saladis has transitioned to consulting, writing books and raising the profession’s profile. Here, the esteemed PMI Fellow shares some of his thoughts on his career and the project management profession.

Certification Outputs Versus Outcomes

by Mike Griffiths

It is not the output of planning (the plan) that is most valuable, but instead the outcome of undertaking the planning. There is a similar relationship with certification and certificates--learning a topic has more value than the output of receiving a certificate, a point lost on many.

The Digital Requirements of the Digital PM

by Mike Donoghue

A digital project manager, aside from having project management skills and a technical background, may also need to display strength in how they employ and incorporate tools and techniques into the project processes of a more digitally driven world. The following skills are some of the ones you may need if you take on the mantle of a digital PM...

Job Title Obsolescence?

by Andy Jordan

Virtually everyone in the workplace has a job title, but does that concept have any relevance in 2016? Or should we be looking at a different approach? For most people reading this, you should be making resource and accountability determinations based on skills, not titles.

Hot IT Jobs for 2016

by Michael Wood

Last year, as predicted, the IT job market finally started to heat up. For 2016, the good news is the IT job market is going to be even better—at least for those with the right credentials.

How to Develop Leadership Skills at Any Stage of Your Career

by Leigh Espy

You know that strong leadership skills can help you in your career, but just how does someone develop them before becoming a leader? It is possible to develop leadership skills that will help you at all leadership levels, and you can start now.

Topic Teasers Vol. 82: Balancing Business Analysts

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: After being team lead for our Customer Operations business unit transformation project, I’ve been offered a position to head the new department. It will now also include Information Technology (IT). Here’s my issue up front: I’m a traditional project manager and now I’ll have nine business analysts and an agile IT team to lead. Who is responsible for what on projects now? I need to figure this out fast.
A. Business analysts replace project managers, so once you assign a BA to a project, your work is over. All you will need to do is help referee the conflicts between the BAs and the IT teams.
B. If your business analysts are trained and certified, they’ll know their own roles or can adjust quickly to what you want them to do. The agile IT team should be fairly self-directed. All you need to understand is who does what, present the responsibility chart and stand back ready to support them if needed.
C. Agile teams do not need any supervision or direction over and above their own ScrumMaster, who is 100% devoted to one project at a time. Ask your BAs if they will cross-train as ScrumMasters to maximize the number of projects you can run at any one time.
D. Due to the new strategic and business requirements from PMI, project managers have now been renamed. Just have your newly christened business analysts do what project managers have always done.
Pick your answer then Test Your Knowledge!


Ask a Question

Discussion Rules

Recent Questions

Topic Originator Last Post Votes Replies
Stress and Project Management  Wade Harshman  Sep 30, '16 4:23 AM  10 
What do you think about having a public profile for PM.com users?  Daniel Krompholz  Sep 29, '16 9:47 AM 
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Is PM overstepping its boundaries? We want your opinion.  Richard Maltzman  Sep 25, '16 2:56 PM 
Rita's Process Chart  Sharique Siddique  Sep 25, '16 4:15 AM  12 
PDU reporting  Wun Joshua Mbanfu  Sep 23, '16 11:50 AM 
Give Contract Work a Try!  Annette Suh  Sep 23, '16 9:19 AM  11 
hello I have taken 35 hours of PMP training in PMP version 5. How can I get a class just in the updates to version 6.  Wayne Burke  Sep 23, '16 7:28 AM 
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