We're facing disruption like never before, with massive job losses and entire industries shut down. As a project manager, look for ways to protect and grow your most important economic asset—your skills and connections. Use these four tips as a starting point.
The 3rd annual PMI Talent & Technology Virtual Symposium on June 10th will equip participants with the skills to address current challenges—and the roadmap to guide them through the constant change of the future. Our lineup of speakers will examine the ways in which project professionals have responded to crisis and share lessons to evolve beyond it.
Question: To hear the news, I’m concerned about my job. Will most of us be working from home in the future? While it has its perks, I’m not sure it is the optimum work environment for the types of projects I do. Many of my friends love it. I’m just confused about what I should do to prepare myself to do my best right now—and at the same time get ready for a potential repositioning of what a normal workday will look like.
Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.
These are common challenges on video conferences with more than five to 10 parties, and good facilitation can have a huge impact in these areas. Here are some approaches for running effective and inclusive video conferences.
COVID-19 has disrupted business continuity and project priorities with long-term impacts on our ways of working. Many organizations have quickly assembled a current state of operations that is ad-hoc and temporary. And yet we’re only halfway through our change journey with a return to a “new normal” at some point. How can we proactively prepare our teams to transition to a future state when there are so many unknowns?
By Lynda Bourne Calculating a project cost estimate is the easy bit. Having the estimate accepted by either a client or your management—or both—and then delivering your project on b ...
I’ve been hearing a lot of advertisements of late that incorporate some of the factors and circumstances surrounding operating or restarting business during and immediately after government poli ...
First I would say that as an experienced project manager already using most of the tools presented in the PMBOK, I really enjoyed (even if it was a bit difficult to digest) the process oriented philos ...
Sabina Nawaz's article "In Times of Crisis, a Little Thanks Goes a Long Way", which was published this week on HBR.org, is a great reminder of the need we all have to be appreciated. ...
We're looking to track and report on dozens of projects and would like to find a tool that provides at a glance status for multiple projects. ...
Similar to PMI's standards and practice guides, the Disciplined Agile key reference book "Choose Your WoW!" is now available as a free downloadable PDF file for PMI members. The PDF file is waterma ...
by: Klaus Nielsen, PMBOK® Guide-Seventh Edition Development Team member Tailoring the project development approach is a bit like tailoring clothes based on individual measurements—we ...
I need to provide the client with a document explaining the below: What data they need to provide us How they should provide it They are responsible for the cleansing of the data. We will assist w ...
Hi Team, I am a Graduate with Masters of Science in Project Management, Looking Forward for more Connection ...
Capital program management is an effective method for managing engineering improvements in a facility. Too often, project engineers are managing projects on a short-term basis in a “firefighting” mode. A strategic capital management program provides the foundation for good project execution, improved plant infrastructure, cost savings, enhanced quality, and meeting customer deliverables.
These are common challenges on video conferences with more than five to 10 parties, and good facilitation can have a huge impact in these areas. Here are some approaches for running effective and inclusive video conferences.
The world of projects is filled with uncertainty and risk, while the world of processes thrives on repeatability and reliable forecasts. When a project deliverable gets to the point of going into use, those worlds collide—with resulting conflict, stress and misunderstandings.
Many of our ideas never come to fruition as we become completely sucked into our daily project life. How can we make sure our vision is realized? Where do you start? Let’s look at a scenario and break down possible practical and strategic steps that we can take.
Many of us have experiences working in crisis project management, but nothing approaching the scale of what the world is now going through. Here, a seasoned practitioner tries to offer a message of hope.
During the execution of large-scale construction projects, the occurrence of conflicts is probable due to variations to the project. Dispute resolutions can be considered as projects in and of themselves and require preparation. Integrating these recommendations and lessons can increase the quality of claims and limit the costs of elaboration.
Researchers have found that interpersonal conflict is an important occupational stressor with far-reaching organizational consequences resulting in abysmal project results. Project leaders will have to spend a substantial amount of time and effort to address interpersonal hurricanes in their march toward project success.
We all need to learn from the past, but what do you do if you weren’t part of that history? Virtually no project exists in isolation. It is always building on something that was done before, preparing for something to be done in the future, or both. New and younger project managers may not know that context.
COVID-19 has disrupted business continuity and project priorities with long-term impacts on our ways of working. Many organizations have quickly assembled a current state of operations that is ad-hoc and temporary. And yet we’re only halfway through our change journey with a return to a “new normal” at some point. How can we proactively prepare our teams to transition to a future state when there are so many unknowns?
Scaled Agile Framework (SAFe) is considered by some as the most suitable option to scale Agile from a software development team to a large program of work. Although presented as an Agile framework, SAFe includes many practices from Lean and ITIL, and it is considered by some agilists as too formal to be Agile: a re-branded 'waterfall'. This webinar is an analysis of SAFe from a project, program, and portfolio delivery point of view. The webinar looks at the SAFe practices used before the publication of the Manifesto for Agile software development (Agile Manifesto), especially the Lean ones. The presenter will provide recommendations on how SAFe can be used in projects that are not software development related, in combination with the PMBOK® Guide, to provide Agility for 'near perfect' product development processes.
This presentation dives into culture and provides a practical grounding on how to approach, understand and manage successfully in a new organization.
Join us for an interactive, fun, and informative webinar in which you will learn and practice PMI's Ethics Toolkit for Project Management practitioners' Case studies (ethical dilemmas) derived from our project managers’ life will be presented, and the discussed, available tools will be proposed and applied. This is the second webinar of the series "Ethics in project management: a Masterclass". Find the previous one here: https://www.projectmanagement.com/videos/615167/The-Secret-Sauce-of-Successful-Change-Management
The PMBOK® Guide lays out the importance of communication as a vital part of the project management process. The common adage that project management is 90% communication is well known and accepted. So, how can we help project professionals to practice it? After all, since it is a soft skill, one can develop competency in this area not by reading, acquiring knowledge, or talking about it but by practicing it in the real world.
This webinar will detail how project management skills can be leveraged to learn home brewing, set up a home brewery, and then go on to master the science of beer brewing. In addition, the webinar will detail the vital role project management played in the history and evolution of beer making.
This is in the first installment in an 8-part webinar series, Strategies for Developing the Most Sought-After Leadership Qualities, presented by Uri Galimidi. This series focuses on eight critical leadership skills that will help Project Managers become more accomplished professionals. The webinars are informed by the latest in the science of leadership and include practical strategies and approaches to build the skills and behaviors covered by each webinar. Communicating with impact is the most important skill executives use to inspire, negotiate, and motivate others to bring about their desired outcomes. This webinar describes a practical approach to building and habitualizing powerful communication skills, which participants can use in all communication modalities including: one-on-one, meetings, and presentations.
Disciplined Agile Delivery is the 'new' Agile framework adopted by PMI. Although currently not as popular as Scaled Scrum, Disciplined Agile can be seen a competitor to Scaled Agile Framework (SAFe), another framework presenting itself as an evolution of Agile/Scrum to the Enterprise Level. This webinar is an analysis of Disciplined Agile from a Project Manager's point of view - how Disciplined Agile Delivery (DAD) can be used to deliver projects, not necessarily software development projects. The framework is analyzed from the Agile Enterprise perspective looking at how DAD combines 'old' practices, like Lean, with Agile Manifesto values and principles. The webinar also explores how the PMBOK® Guide can augment DAD to become an Enterprise level, industry agnostic Agile delivery option.
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I have made good judgements in the past. I have made good judgements in the future. - Dan |
