What creates long-term success in a project management career? Consider adding more to the picture than a list of successful projects and technical PM skills. In this author's view, developing strategic skills is the best path to that destination.
Senior PMI leaders and representatives from PMI’s Global Executive Council recently appeared in an online video series sponsored by World Finance. The videos cover a range of topic areas, including a discussion on the full spectrum of competencies along what PMI calls the value deliver landscape.
It would be satisfying to say we could simply remove those processes that add no value. In many cases, those processes had a worthwhile goal, they just failed to accomplish it. To solve this, PMOs can learn from the product development idea of a minimum viable product.
How might efforts to "scale agile" and apply its self-organizing principles to the development of increasingly complex solutions impact the project management discipline? Two key challenges are identified: the purposeful avoidance of the project manager role and favoring stable, persistent teams over temporary organizations.
Scaling Agile: An Existential Threat to Project Management?
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Over time, the external marketplace changes. As this happens, the policies and procedures originally used to create efficiencies slowly become barriers to the changing needs of customers and environmental demands. How do organizations or project teams become agile? Here are four recommendations.
As the world becomes more inter-connected, it becomes inherently more complex and more prone to tipping into chaos. This phenomenon is not helped by the fact that most individuals do not understand the differences between how complex systems work. A lot of our assumptions are plain wrong when it comes to complexity – we look for root causes when there are none; we adopt command-and-control management strategies when self-organisation is the only viable method; and we fail to recognise that whenever discontinuous change happens, things will get worse before they get better. This webinar offers a crash-course in complex systems theory and provides real-world examples of how enterprises that embrace the complexity are progressively displacing traditional organisations.
By Christian Bisson, PMP I recently had the privilege to participate in the 9th Montreal agile coach gathering. Along with meeting great people and having a chance to exchange ideas with them, I ha ...
I am glad to announce that I passed the PMI-PBA Exam on March 23, 2019 with Above Target rating. It was a journey full of challenges and knowledge gain which finally paid off with a hug ...
For PM, two fundamental keys are essential to lead team successfully ,which are self-confidence and a positive attitude. What do you think? ...
My PDUS Awarded for "PMXPO 2019: The Right PMO for You" and "PMXPO 2019: Thought Leadership Series: Navigating the New Normal of Disruptive Technologies" are both showing 50% complete. I watched both ...
For those of you practitioners out there that are scrum masters or prefer to simply incorporate retrospectives into your execution model, what, if any, are your preferred methods? ...
In a recent article, I have seen that on the contrary. We might be pushing our ways instead of encouraging the individual to develop a personalized way. Communication is one of the k ...
So you’ve been given a project with a budget? Or you’ve been asked to create a project budget for the first time? Here’s what you should know. The expected total Even if you&rs ...
Like many Scrum Team, we track velocity. I would like to hear what other Scrum teams are tracking that you find valuable to determining Team Health. ...
I get it. I really do. Even the best Project Managers can get to a point where their capacity to adapt to new circumstances, organizations, locations, technology advances … the list goes on and ...
Senior PMI leaders and representatives from PMI’s Global Executive Council recently appeared in an online video series sponsored by World Finance. The videos cover a range of topic areas, including a discussion on the full spectrum of competencies along what PMI calls the value deliver landscape.
When it comes to the skills in PMI's Talent Triangle, how do you rate? Is two out of three good enough for our careers as PMs, and good enough for our clients? Or do we need an even balance to be competent in all three areas?
How many legs of the PMI Talent Triangle stool do you possess? Are you firmly planted on all three legs, or are you somewhat precariously balanced on two of them? What kind of PM would you be if you were lacking in one of these pivotal components?
PMXPO 2019 is now on demand! The 12th edition of our annual virtual conference is led by our keynote "Harnessing Your Power to Create Change" from Derreck Kayongo, founder of the Global Soap Project, and features a full day of presentations!
Check out the agenda for PMXPO 2019!
Check out the PDU information for PMXPO 2019!
What creates long-term success in a project management career? Consider adding more to the picture than a list of successful projects and technical PM skills. In this author's view, developing strategic skills is the best path to that destination.
For many employers, there are only two arms to the Talent Triangle. But what about strategic and business management? That’s an area where not every employer believes project managers need to have skills. And that’s a problem. How do we change that perception?
While the number of project management frameworks (COBIT, PMBOK, PRINCE2, SCRUM, SAFe) continues to increase, the number of approaches to project management used by organizations and practitioners appear to be decreasing. Although other useful approaches to managing projects surely exist, many publications now promote the use of two (2) primary approaches - Predictive and Agile.
The University Health Network (UHN) in Toronto, Ontario, Canada wanted to ensure that patients who are discharged from hospitals receive the necessary support for a successful recovery. In 2014, UHN embarked on a 3-year, CA$955,000 quality improvement initiative which included creating a standardized electronic Discharge Summary for UHN’s 35,000 annual inpatients, detailing their hospital experience and requirements for ongoing care. The program finished on schedule and under budget and was a winner of the 2018 PMI Award for Project Excellence. Learn about this awarded program’s challenges, best practices, and lessons learned in this webinar.
The concept of the Agile Project Manager is almost universally accepted, at least in IT projects; although there is no Agile Project Management Methodology. Traditional approaches like PMBoK and PRINCE2 had always the capability to use techniques that are part of the Agile delivery: incremental and iterative development, early delivery of increments of the project, multi-functional teams, inspect and adapt, etc.
By 2025, regardless of industry or sector, senior leaders and managers will spend at least 60% of their time selecting, prioritizing, and driving the execution of projects. In fact, soon "we will all become project leaders, but many of us are not prepared for this shift.” According to recent research, the number of individuals working in project-based roles will increase from 66 million (in 2017) to 88 million (forecast 2027). And the value of project-oriented economic activity worldwide will grow from $12 trillion (in 2013) to $20 trillion (forecast 2027). Those are millions of projects requiring millions of project leaders per year. In this landscape the percentage of work activities performed as part of projects is markedly increasing as projects are becoming the essential model to deliver change and create value around the world. The so-called gig economy is also driven by projects.
Being a strengths-based project manager means playing to the strengths of those around us to build cohesive high-performing teams. In this session attendees will learn about the “aware-explore-apply” model of character strengths and how just knowing their own strengths will positively impact their teams and projects.
PMOs are an integral part an organization’s strategic plan for implementing improvement, keeping the business running, and directing change. The PMO has a wide range of responsibilities with a diverse set of stakeholders and an ever increasing demand for status. Thus, many PMOs are transforming into “Strategic PMOs” and assumed the role of defining the, and reporting the status of, the clear line of sight from Strategic Intent to Project Outcomes.
Vous aimeriez en apprendre plus sur la gestion de projet à l’international et sur les enjeux que cela peut comporter? Ne manquez pas le webinaire du 26 février prochain! Quels sont les défis et les bonnes pratiques en gestion de projet à l’international? Quelle est la réalité de la gestion des parties prenantes dans le cadre de projets dans ce contexte? Au cours de ce webinaire, deux professionnels de la gestion de projet vous partageront leur parcours professionnel, ainsi que les expériences professionnelles qui leur ont servi de tremplins pour orienter leur carrière en gestion de projet à l’international. De la coopération internationale à l’entreprise privée, ils exploreront les défis auxquels ils ont fait face, ainsi que les bénéfices qu'ils en ont retirés. L’un oeuvrant pour une ONG internationale, l’autre pour une entreprise privée, ils effectueront une analyse de la gestion des parties prenantes dans le contexte professionnel respectif. Quelles compétences transférables sont nécessaires pour devenir gestionnaires de projets internationaux; comment faire face aux défis de la gestion de la diversité; comment travailler dans une optique d’empowerment des équipes locales; comment conjuguer sa propre adaptation à la vie à l’étranger et son travail, voilà des questions auxquelles nos panélistes répondront lors du webinaire.
In this webinar, Mark Mullaly tackles the challenge of actually innovating—what it is, what it looks like and how to do it. You’ll learn how to bring innovative approaches into your life and work, and how to manage innovation projects.
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