While most of the traditional QA and release management challenges are now solvable, some interesting philosophical questions/misconceptions remain for project managers and sponsors. Let’s examine a few of the common ones.
Imagine yourself working in a multicultural team, with people spread around the world… is this just a possibility? Or a real thing that you are dealing with (or, you can see you are going to deal with this soon)? Let’s see how important is to consider diversity and national aspects of culture within our projects.
Voices on Project Management
For those of us in the project management community, agile is a familiar term. But despite its prominence, it’s often misunderstood. All too often, teams and organizations focus on the ...
When product/project delivery is ready to ship and change request has been approved, then how will deal with this case?from Project Management Central posted by on
When the product/project delivery is ready to ship or send it to client and change request has been approved from the change control board, in this case how you people deal with ready to ship /e-mail ...
A recent Gartner reports* state that Artificial Intelligence (AI) will assume 80% of all project management tasks by 2030. I was giving this some thought and the thing that stood out for me is tha ...
Trying to figure out when you will be ready to ship is incredibly challenging. Many Scrum teams track historic velocity, or story points completed in a Sprint, and then use the average number of point ...
OUR COMMUNITY What would our world look like if it reflected the qualities of our projectmanagement.com community, where diversity (in all its forms) meets collaboration that strengthens and suppor ...
Hi All, I am accessing the webinars from the new Project management site. Earlier from the PMI site I used to manually add the PDU's to my account. I heard one of the presenters saying that the PDU's ...
In the first two parts of this series, I’ve talked about the immense contribution forests make to sequestering carbon and in helping to mitigate climate change. And in Part 1 it was pointe ...
While project sponsors are supposed to provide critical support having a bad one can wreak havoc on a project. What types of difficult project sponsors have you encountered? ...
Looking to hire few IT project managers based out of bangalore SKILLSET 7 TO 10 YRS WORK EX in project mgt MBA FROM GOOD institute Pmp certified Experience handling atleast 3 end to end ...
If you are contemplating becoming a professional analyst and want to stand out and enhance the productivity of your business, this list shares important corporate analyst strengths (ones that apply to project managers as well!).
We need to recognize that the role of the project manager has been and is still under a great deal of scrutiny. Some of the critiques against us have elements of truth in them. How do we realize the vision of “staying relevant and competitive” as given to us through the PMI Talent Triangle®?
In the context of project management, how can emotional intelligence be structured based on our fundamental pillars? And how can we integrate the concepts in the existing framework that we have?
Project managers live and die by the performance of projects against their schedule, yet many of them don’t know how to measure that performance. To truly understand what’s going on with their projects, it’s important for new PMs to avoid falling into the “percent complete” trap in the first place.
Does coming from a technical background—or making the effort to learn technical concepts—help you while managing and delivering projects? (Spoiler alert: Yes! Find out why...)
How often do people go off for a few a days to a training event and then return to work, struggle to apply what they have learned, eventually forgetting it in a matter of months? The author explains why his experience supports a blended-learning approach mixing standard training, custom training, e-learning, coaching, and communities of practice to produce the best results.
PMI’s latest publication, The Standard for Risk Management in Portfolios, Programs and Projects, has a wealth of great information about effective risk management and contains recommendations for iterative, incremental and adaptive environments that fit agile projects well.
Phileas Fogg is the protagonist in Jules Verne's novel, "Around the World in 80 Days," and proves that the project management process works in a voyage to beat all other voyages! Listen to how Phileas used the project management processes that we use every day to navigate various (and dangerous) risks in order to get what he thought would be the greatest reward - a successful trip around the world.
Virtually everyone agrees that projects benefit significantly when team members and key stakeholders speak up to ask questions, voice concerns (early!), and provide honest feedback. It’s that candid feedback that helps teams arrive at better decisions and sometimes avoid all-out calamity, but the truth is that oftentimes team members (even PMs) don’t feel free to speak up.
In this engaging 1-hour webinar, Nathalie Bouchard Executive Advisor and co-founder at Oneflexiwork discusses the rise of the Consulting as a Service (CaaS) model, for digital transformation. Consulting has always been about delivering services, but with today's technology and the consulting market transitioning to the Cloud, delivery, consumption, and billing of these services introduces new challenges.
This webinar provides an introduction to the extension of the Earned Value Management (EVM) framework to the area of benefits realization management (BRM). The "third musketeer" is a new indicator, Realization Performance Indicator (RPI), which complements the existing CPI and SPI.
This webinar explores what quality management in a project management context might look like, and how we could go about managing it effectively.
Have you ever been faced with a complex, multi-dimensional project and pressure from multiple stakeholders? Is this the normal course of business in your organization? If so, this webinar is for you.
How an Acceptable Level of Scope Creep Trains Clients to Become Better Project Stewards and Allows PMs to Deliver Greater Value Scope creep is one of the top indicators of project failure. As budgets shrink and capacity flees, it is important that Project Managers manage and maintain client expectations while allowing and forecasting a reasonable level of creep in an effort to satisfy and add greater value to the client and customers. Participants will gain a framework for determining an allowable level of scope creep and assessing the impact on resources and interests. Additionally, participants will learn how to chart a client engagement path that develops clients into better project stewards.
The Agile Enterprise is a new type of organization. A collaboration-based environment where some of the ‘command and control’ roles are not only obsolete but also can be a roadblock for the Agile transformation. The natural fear of change combined with protecting privileges or the job itself resulted in labelling as ‘Agile’ roles that are not only not defined in any Agile framework but are also the core components of the “waterfall” approach.