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.
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.
by Cyndee Miller When I think bleeding-edge tech, water and sewage systems aren’t the first things that come to mind. But DC Water—the 2020 PMO of the Year Winner—snapped me out m ...
Hi Fellows, I passed the PMP exam after four months of study. To be honest, i faced too many situational questions and many agile related questions as well. I guess, there will be more and more agile ...
It's almost time to recertify for 60 PDUs...I would like to learn your recommended sites for online service providers...criteria is cost effective and ease for video learning. Cost is not a factor, ju ...
Does anyone have a project schedule for data analytics that has organizational change management they can share? ...
When we last left our star-crossed pair – Sustainable Project Management and Project Success (SPM and PS from here on in), we knew there was a certain tension between them but we also sensed tha ...
As I am writing this blog, Australia confronts the findings of an investigation that our special forces allegedly committed war crimes in Afghanistan, our New South Wales Premier is perceived to have ...
Am I ready? Scored 72% in the PMI Practice test and I am losing confidence. My exam is scheduled on 04th. Please help :( ...
Photo by Cristofer Jeschke on Unsplash As a result of Covid-19, leaders will learn that it’s okay to take on more risk. In my eBook, “Activate: Profitable Strategy Execution,” ...
After I had finished presenting on how to build psychologically safe virtual teams at a conference earlier this week, one of the delegates asked me what suggestions I'd have to help her with a tea ...
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.
Take advantage of the long months of 2020 to look at change management differently. There is a practice you can use to enhance all of your existing change management activities: habits! Here are six habits to encourage positive change in your projects and beyond.
One of the biggest barriers to effective modern change management is the insistence on top-down governance and oversight. Solving that is critical to project success.
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.
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?
The sudden shift to remote work this year has forced us all to adapt. How does it change how agile teams develop and grow? And how can we ensure effective communication, consistency and alignment? Here are some answers and things to consider.
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.
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.
Join three of our Center Stage podcast guests for a provocative dialogue on how knowledge coupled with unlearning enable innovation. Guest Larry Prusak highlighted the true competitive edge of knowledge, “When you have a project team, it matters far less what an individual knows. It matters greatly what the team knows.” Does this threaten the value of a project manager? Both Larry and guest Barry O’Reilly caution against knowledge becoming stale. Larry says, “Refresh the knowledge you have. Always be open. Always be learning.” But Barry believes you may have to throw some of what you know in the trash: "It’s…the inability to unlearn existing mindsets and behaviors that were effective in the past but now are maybe limiting your success." What does this mean for adhering to methodologies when faced with uncertain requirements, divergent stakeholders and evolving delivery methods? As Peter Temes points out, there is often a tension between managing for efficiency and managing for discovery. Does managing for efficiency hold you back from finding innovative ways of working?
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