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.
The world is changing, and so is the way we work. Agile and asynchronous remote teams are the key to finding and retaining top talent, who should be judged by their results—not their attendance.
Instead of change management, what if your team and your managers could manage for change? How different would your team, project and organization be if you optimized for change?
Regulatory impact assessment (RIA) is widely adopted as a global practice when developing new legislation and regulation. The RIA is all about what should happen. Project management is all about what does happen. Understanding RIA can benefit project managers who are enlisted to successfully realize the RIA recommendations.
One of the misconceptions a lot of new project managers have is the idea that teamwork is something that is only required some of the time. That’s not real teamwork. We must learn to create the environment and let the work happen.
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 ...
I am looking for serious study partner. Exam scheduled December 30, 2020 ...
A citizen developer is someone who can build applications without coding knowledge, but usually with the support of IT. They tend to be domain experts who have a deep understanding of a business proce ...
Microsoft, Google, Amazon, Salesforce are the big software vendors in the space. VC funded include Unqor, BettyBlocks, OutSystems, WEM, and Genesis. Companies using CD to solve problems include BASF, ...
This blog’s title, of course, refers to the pre-1986 (!) practice of keeping caged canaries in coal mines to serve as detectors of carbon monoxide or other dangerous gasses[i]. The canaries woul ...
When PMI staff moved to remote working on 12 March 2020, it quickly became apparent that the planned 30-day remote work arrangement would extend into the future, and it did. One of the areas experienc ...
Individual privacy rights?, potential job losses, people rights, balancing revenue against the trust., unanticipated consequences of innovations., decision-making by machines? are some of the ethical ...
Hello, Please Advise that how to study for 2nd attempt. share your experience and also explain the how difficult level questions ask in the 2nd attempt . I Request you all those who appeared the 2nd ...
What is the difference between management and leadership? Alert reader Luis Branco suggested this question in a comment to an article I wrote and it is a good question to ponder. In my experienc ...
The democratization of software development is here. Anyone can now build applications, not just those in the IT department.
Innovation skills are not something you can just switch on. Those skills need time to develop. In his Conversations About Citizen Development series, Ron Immink imparts lessons from Erik Euwe and Erik Tieleman of TechRebels.
A lot of really big, globally operating corporates have a big question around the organization of citizen development. In his Conversations series, Ron Immink explores citizen development with Chris Obdam, the founder and CEO of Betty Blocks.
If organizations are determined to stay competitive, they need to embed the concept of transient competitive advantages into their core.
While organizations are sufficiently resourced to understand GDPR requirements and identify key risks, there can be issues with controlling, monitoring and reporting on the same key risks. Citizen development can help.
As the citizen developer role continues to grow within organizations, project managers are increasingly taking on this role to fulfill their teams’ specific needs and tackle problems in a more structured and controlled way.
How can the incumbent banks and financial services reimagine their businesses, products and services in the image and likeness of the fintech disruptors?
In the new work ecosystem, citizen developers are becoming instrumental to organizations. But who exactly is the citizen developer? And what is their role within an organization?
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.
Managers, team leads and individual contributors are often asked to "coach" another. No one really knows what it means. Coaching… Calling the Right Play is a very specific, skill-based approach to what is now required for every leader at every level. The approach works with individuals, teams and colleagues. Attendees will no longer be ill-equipped to have crucial conversations with colleagues, team members and direct reports. They will feel empowered to take charge and coach for performance. Leadership skills are not innate. This webinar provides practical “plays” with interactive exercises so that attendees can learn how to apply the skill in work scenarios.
Most Agile frameworks, like Scrum, Crystal and XP, were conceived by developers for a small team of developers. With the inherent maturity of the agile concept, 'old' practices, such as Lean, were employed to scale Agile beyond a team of 5-9 software developers. SAFe and Disciplined Agile are good examples of augmenting Agile with Lean, at the cost of restricting agility to ensure scalability and financial viability. Some Lean practices, like Kanban, were re-discovered and are considered by some practitioners as the next agile step. Agile beyond software development is not necessarily as easy as you hear in conferences. In the trenches the famous 'mindset change' is both ways: Agile must also learn to accept other ways of doing things and adapt to the needs of non-technical teams.
Agile methods, including iteration and incremental thinking, can work very well to relieve stress and sustain resilience in the face of hard times, particularly due to COVID-19. Join this webinar to take away key strategies to manage emotional and mental health and stay happy, healthy, and productive.
Recently Gartner claimed that 80% of today’s Project Management tasks will be eliminated by 2030 as Artificial Intelligence takes over. Will 80% of today’s PMO tasks will most likely also disappear too? On the other hand, the Project Economy claims that the future of work is about projects. How will this impact the future of PMOs? Will there be a need for PMO's? And in which form? This session, founded upon some of the latest research and practical examples, will explore how PMOs can adapt to the new reality and move towards a more strategic role to survive.
In this installment of the Discover PMI – Ask Us Anything Series, we will provide an overview of Agile Insights: Everything You Ever Wanted to Know About Agile at PMI. Agile, agile everywhere. It’s a buzzword. It’s a mindset. It’s a framework. Or is it? Dig into what’s happening in different industries and around the globe with respect to agile approaches and practices, successes and challenges. And what is PMI’s position on agile? Spend some time with PMI staff who think about agile all day, every day. Hear what’s new, what’s hot and what’s next, plus ask those burning agile questions.
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"Always do right. This will gratify some people and astonish the rest." - Mark Twain |
