The democratization of software development is here. Anyone can now build applications, not just those in the IT department. Learn more about how you can harness a relatively new trend in software development: no-code/low-code.
How do you know if the organization and individuals are ready for your project to go live? Use a change readiness assessment to check. Here’s how.
Projects are changing more than ever in today’s world. Have we reached a point where an organization needs to take a step back and reconsider just how much change is happening on projects? Or is this simply how projects are delivered these days?
How can the incumbent banks and financial services reimagine their businesses, products and services in the image and likeness of the fintech disruptors?
For all of those who claim that we need to get better at change management, this expert has some bad news for you: You can’t actually manage organizational change. The solution? We need to think about change from the outside in.
A project leader of a functional team, in late 2020, may encounter external stakeholders that may negatively affect aspirational guidelines that all PMs must strive to achieve. By nature of this type of organization, a PM has little or no formal power. How does a PM maintain the position of being fair, being factual with stakeholder raising conflict, defending himself/herself in a responsible manner, and respecting those stakeholders bringing negative (perceived or real) risks? In the process groups of initiation and executing, I plan to share also two to three examples from projects in the ASIC supply chain business experienced in the past (good, bad, ugly) in the in the initiation and execution areas.
by Lynda Bourne The world of business is moving toward storing and exchanging documentation in electronic formats—and the transition is swift. While this process has its advantages, my team a ...
Coaching people through an Agile transformation is a complicated thing. People within the organization may want the promise they see Agile offering, but that doesn’t mean they aren’t going ...
Free yourself from the influence of external events, people and things. Free yourself from those with hidden agendas and obscure pitches, those who play your emotions and your past. Once you fre ...
In this video I explain the six steps for managing the benefits realisation process on your project. They are: Create your benefits management strategy Identify benefits and tie them back t ...
Dear Colleagues, Our company wants to buy software for controlling document management, tracking Engineering, Procurement and Construction activities and progress. How do you think which tool is the ...
Hi colleagues, I need your help/expertise: Within my current SAP project we use a traffic light reporting for time, budget, quality, scope and resources as part of the weekly status reporting by t ...
I'm in the path to present 2nd chance PMP exam but feel some frustrated because now that I'm doing simulators, it seems like I'm keeping the same level, average 55% a 60%. What do you recommend. Exam ...
Pass the PMP exam on first attemp and get a badge!! Thanks for all supports given. ...
by Ramiro Rodrigues The baseline is a fundamental concept that still seems confusing for many project professionals. In essence, the baseline comprises initial reference ...
How does the uncertainty, urgency and chaos of 2020 impact the thinking of CIOs going into 2021, and what do they need to do to be successful? The answer starts with understanding the CEO and the leadership team’s urgencies and priorities.
Today’s customer is digitally driven. If your organization is going to thrive, digital must be at the core of what you do. Add-ons and tweaks aren’t enough. These steps will set you on the path to meet your customers’ modern needs and stay relevant in the Digital Age.
In sports, we cheer when someone makes a great play. But a well-run project should not need to rely on heroic highlights that save the day. After all, the goal is to deliver expected results in a repeatable manner.
More in-house legal departments are turning to project managers to improve efficiencies, including asking them to allocate resources, create realistic timeframes, maintain budgets, and handle time-consuming non-legal tasks such as cost and status reporting.
The future is not what was anticipated just 12 months ago. And that’s changed current strategic plans and longer-term visions. Many organizations are seeing the economic uncertainty and upheaval as an opportunity to press the reset button, and to fundamentally reimagine what they are and will become.
As a new project manager with a team that finds itself working remotely, how do you establish yourself as a leader? It all ties back to truth, openness and understanding.
How do you know if the organization and individuals are ready for your project to go live? Use a change readiness assessment to check. Here’s how.
The democratization of software development is here. Anyone can now build applications, not just those in the IT department. Learn more about how you can harness a relatively new trend in software development: no-code/low-code.
When you belong to a toxic team, you can almost feel it in the air the moment you step onto your floor. It’s immediately draining. During this webinar, we will walk through our emotions first. After we will try to understand the root causes of the team’s toxicity and then develop a plan to address the issues by looking at the examples of toxicity.
Our “Getting Under the Hood” series continues with a webinar that will explore how the standard and the guide content work together. Over the past five webinars, we’ve walked through the different sections in development, previewed the new PMIstandards+TM and covered value delivery. In this session we are going to talk about how it all fits together in practice. Join Development Team members Cyndi Dionisio, Betsy Kaufmann and Nick Clemens as they talk about how you can use information from the draft standard and guide to drive value from your projects and for your organization.
The reality is that change is hard, and good change management is harder. We often describe change management as a process, when in reality is guiding and supporting difficult transitions through painful, messy and awkward emotions. This presentation explores what change management really requires, and how to think about preparing for it effectively.
A project leader of a functional team, in late 2020, may encounter external stakeholders that may negatively affect aspirational guidelines that all PMs must strive to achieve. By nature of this type of organization, a PM has little or no formal power. How does a PM maintain the position of being fair, being factual with stakeholder raising conflict, defending himself/herself in a responsible manner, and respecting those stakeholders bringing negative (perceived or real) risks? In the process groups of initiation and executing, I plan to share also two to three examples from projects in the ASIC supply chain business experienced in the past (good, bad, ugly) in the in the initiation and execution areas.
Business as usual is dead. In this volatile and shifting market landscape, the only constants are change and technology. Traditional businesses are challenged with stagnant productivity, unpredictable growth and evolving business models. To define, create and deliver value throughout the customer value chain, businesses must leverage innovation, technology and growth mindset for fundamental change. Join Mr. Husain as he discusses his perspective to develop a transformation roadmap in the age of disruption.
As any Project Management professional would appreciate, Procurement Management is an important element of managing complex projects. Through this webinar/series of webinars, Manish will discuss important concepts of Procurement management like types of contracts, standard forms with a brief overview of FIDIC documents as an example, Instructions to Bidders (ITB), importance of independent estimates, change management, Extension of time (EOT), Payment terms, Price escalation, Suspension and termination of contract, types of securities, Force Majeure and finally dispute resolution. These concepts will be discussed with examples and case studies.
Are you using an established Agile framework in your company, but you feel things got stuck and you cannot improve your teams? Sprint by sprint you think things got mechanic, and no real WOW? — Here are the questions to ask to diagnose where your company is in terms of Agility, and a framework based on key Agile values that shows you which areas to focus. I present you to A.L.M.A., the essence of your company! By the end of this engaging session, participants will be able to assess Agility within their teams using the framework, leaving with action items on the right areas to focus.
The presentation is structured in two main parts. The first part provides a description of current practice and tools as applied in the program and portfolio domains. The case study is introduced and analyzed using currently available tools. These tools allow us to evaluate some of the costs and to forecast benefits. The inadequacies and limitations of this type of analysis are presented. The second part is devoted to describing an original and powerful set of additional techniques for addressing these inadequacies and for extending understanding and control across the entire lifetime of a program or portfolio. These tools provide business management with a complete view of how the components interact across the program or portfolio, and to forecast how the corresponding costs and benefits develop across each phase of the work. This leads to the definition of a consistent set of reliable indicators for end-to-end benefits performance management. At each stage, the logical basis for the corresponding algorithms is explained and the techniques are applied to the case study.
|
"My sole inspiration is a telephone call from a producer." - Cole Porter |
Network:1511
Network:902
