You can’t decide to implement organizational agility on a piecemeal basis one project at a time. Instead, you must create an environment where project managers and their teams are empowered, skilled and confident to deliver success in a continuously evolving world. How do you do that?
In an agile world, team members are empowered to make important decisions within the context of the behavioral architecture, without having to ask permission from supervisors or managers. But these supervisors and managers are coming from a lifetime of learning how to succeed in a hierarchical world, so they will need to leave behind those ingrained lessons. In order for agile to be successful at scale, leaders will need to change.
Voices on Project Management
By Conrado Morlan I’ve been running for eight-plus years—ever since my son suggested I do a half marathon in San Antonio, Texas, USA. So when a friend suggested I try a triathlon, I ...
Is it possible to select the badges that are displayed on our public profiles or do we only display the last 3 badges that we earned? I am working through the PM challenge now and when I hit the guru ...
An interesting question came up in a recent discussion about emerging technologies. How dependent are we currently on technology and how much more dependent will we be in the next 3 to 5 years?& ...
I manage small educational projects for my organization (mainly eLearning development), and I'm working on my PMP certification. I use a Mac would like to purchase or subscribe to a non-cloud PMP/PMI ...
Dear community, We are entering into a new organiation where all should go agile and embrace the SAFE model. I have just taken SAFE training and is among seen as a old waterfaller :) I'd like inpu ...
Ask the Expert is back by popular demand at PMI® Global Conference 2019! These one-on-one sessions allow you to discuss your project question or problem, get advice about navigating the proje ...
What are your favorite meeting ground rules? ...
Abstract Communication in the workplace is crucial to an individual’s as well as workflows. Organizations interact significantly with various functional and project stakeholders of ...
Computer engineering, Civil engineering, Materials engineering, Structural engineering, Electronic engineering and Industrial engineering these are some area that a lot of project management gurus cam ...
New PMs often have a lot of questions they think are weird—questions that can be difficult to ask. In this article, the author reaches into his mailbag to explore a trio of questions raised by our readership on sticky situations faced by project managers.
In this article, schedule variance is modeled to show the comparison and relationship of actual project progress and the schedule baseline. The underlying linear model of the schedule performance index (SPI) is explained and visualized with the budget square chart. The limits of the linear SPI approach are shown, and then an improved non-linear visualization is explored.
We often think of career development in terms of how we develop as project managers. But it's just as important to focus on how we can help the people on the projects we manage.
A mentor is an often overlooked but important person for furthering a freelance PM consultant’s career. But before you start looking for a mentor, ask yourself if you are ready to be a mentee.
Nobody loses weight just by wearing workout clothes. In the same way, dressing an organization with new technologies is not enough to reach expected benefits. What is necessary to ensure lasting results with digital transformation? The key is in the human side.
There are situations where the constraints of a project are unrealistic—where the required work just can’t be done in the allotted time with the team that you have been given. What do you do in that situation? Sponsors sometimes have unrealistic expectations. Deal with them.
Building a successful career is the ultimate project. Take the right approach, and you can create projects that change the world—and earn a great living in the process. And there are three factors that drive a resilient career...
Negotiating is an extension of building community. You will not get anything you want if the other person feels slighted or if they do not think they are getting an equitable deal. You will have to work harder to get people MORE of what they want so you can have MORE of what you want. Not everything in the negotiation has to be a down-and-out battle between you and the vendor. Be flexible, and the vendor will usually follow suit. Negotiating specifications with a vendor is not easy as you both have your own agendas. This process of negotiating the project’s requirements starts with the first phone call and continues until the last bill is paid.
Robot Process Automation (RPA) is one of the recent practices that is usually combined with Agile adoption as part of Digital Transformations. This webinar analyzes the benefits of RPA, combined with Agile adoption, using a parallel with the introduction of robotization in manufacturing. It is also an analysis of how/if RPA and Artificial Intelligence can be used in Project Management to improve the project delivery process.
Agile is often 'sold' as a way to improve quality of products and services. One of the fundamental Agile principles is that continuous attention to technical excellence and good design enhances agility.
Project risks can give negative impacts on project objectives such as delay, cost overruns, decrease in quality and security aspects, then we can observe serious project failures. Risk management aims to identify the possible causes of threats and opportunities, to assess them qualitatively and quantitatively and to propose an action plan for risks deemed critical in order to decrease the undesirable effects on project objectives. Complex projects are affected by numerous risks and opportunities because of their complex organizational plan with a large number of stakeholders, complex planning with a long life-cycle, complex resource management, technical issues, and particular environmental factors.
“May you live in interesting times!” This is an ancient and famous Chinese curse. Today, we do live in interesting times: Our environment is characterized to be Volatile, Uncertain, Complex, and Ambiguous (VUCA). Change is constant and happens at a frenetic pace. Change poses severe challenges to project managers. It makes team members uncomfortable and may also cause unethical behavior or unprofessional conduct. Mismanaging change can severely impact project success. This very interactive webinar will cover a typical project change scenario and provide you with practical tips and techniques to deliver strong, proactive, leadership and confidently ride the waves of change.
This is in the fourth installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects. The framework consists of eight key project management areas.
Requirements are a key driver for any project and there is a direct relationship between the accuracy of requirements and the outcome of a project. In many cases there is a direct link between scope and requirements, hence requirement definition impacts project scope.