A few recent events have left this project manager feeling very positive about PMOs--and that’s something that hasn’t happened in quite some time. While we can't yet proclaim PMOs as saviors of organizations, they are now on the journey to success.
Simply put, scope is the size of the project. But there’s more to it than that!
Before you submit your project plan for final approval, you'd better check it over. Learn the steps for cross-checking a project plan.
Project managers must ensure that projects are aligned with business strategy and value creation for their company and its shareholders. The author demonstrates the importance of the bridge between the business and project worlds, even when there is not a clear link between their objectives. But one objective always remains the same: to create economic value.
This material checklist and signoff form can be used for any type of material inspection. It is widely used in construction under the quality control process, but can be adapted for other non-construction areas.
Through this session, we'll dig deeper into performance appraisal and share new modern and Agile ways for thinking about performance management for organizations scaling Agile adoption.
Many project managers struggle with managing conflict especially when it is being heated by emotional extremes. The author shares his top-ten lessons of real-world conflict resolution known as: Appeaseddd, with three Ds, to help you meet the challenge.
This is an expanded and updated version of popular session that ran on February 23, incorporating additional information based on your feedback.
Nuclear technology and project management have a long standing relationship. The River Corridor Closure Project was a finalist for the PMI Project of the Year award in 2015. As a large-scale project that dealt with significant hazards and large budgets successfully, there is much to learn from this project.
Are you still blaming users for new requirements? Why is this all happening? Is it because of the lack of discipline among requirements holders, who just keep on asking for different things—often late in our projects—throwing a monkey wrench into our schedules and budgets?