Servant leaders see the group as more important. They put the needs, growth and development of others at the center. As a volunteer who follows this philosophy, you can enrich not only the lives of others, but also your own.
There is a lot of focus on PMO value and accountability at the moment, but how does that translate into work? What should a PMO actually be doing on a daily basis?
Backlogs are typically prioritized by product folks, so developers can often feel disempowered, which can create disagreement and disharmony. But multiple or split backlogs aren't the solution. Here are better ways to ensure a collaborative environment and a proper outcome for all.
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?
by
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.
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 ...
A few weeks ago, a coaching client of mine asked me to explain stakeholder management. He wanted me to provide him with a definitive list of his stakeholders for his particular project. He described t ...
I’m over the moon excited! This was my goal last year but I wasn’t able to achieve it. But this year, I persevered and finally passed it! It still feels like a dream! ...
Having led multiple projects, I almost always noticed sticking variations in project processes not only from company to company, but even from project to project in the same company, or even in the sa ...
After delivering a release, the client is adamant that certain features of the software do not provide any business value. Which document can you share with the client to show how the features directl ...
It's been more than 4 days now and every time I log into my PMI account, and go check my certifications status, I get this message displaced instead: "Please try again later. Your myPMI dashboard ...
recently I've seen quite a lot of post describing story points as a mandatory component of the Scrum framework. Besides the fact that the Scrum Guide doesn't mention them and in general any ap ...
Is Multitasking strength or weakness for Project Manager ? What do you think ? ...
As we all know, leadership is one of the key areas of PDUs in the PM talent triangle (PMI, 2019). We all are called to lead in our role as PM's, and we all lead in different ways. It s ...
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.
There is a lot of focus on PMO value and accountability at the moment, but how does that translate into work? What should a PMO actually be doing on a daily basis?
The PMI Talent Triangle® can be scary, but it doesn't have to be. It's not so mysterious—and it’s actually very easy to claim PDUs from each category, which collectively describe the people, processes and industry knowledge and skills needed to be effective.
Servant leaders see the group as more important. They put the needs, growth and development of others at the center. As a volunteer who follows this philosophy, you can enrich not only the lives of others, but also your own.
Backlogs are typically prioritized by product folks, so developers can often feel disempowered, which can create disagreement and disharmony. But multiple or split backlogs aren't the solution. Here are better ways to ensure a collaborative environment and a proper outcome for all.
Some organizations find agile adoption easy — straightforward to start, quick to deliver benefits, and popular among practitioners. But is agile expansion winning at the expense of quality? An emphasis on more, rather than better, agile is creating as many problems as it's meant to solve.
Successful distributed meetings require considerable upfront planning and vigilant real-time meeting management. In this article, the author shares key success factors from a meeting that he recently co-facilitated.
What are some of the fundamental building blocks required in software projects? Things that can help position teams to adapt to changes quickly (including implementing the latest tech trends) and ultimately add value to business?
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.
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.
Экстремально высокий темп изменений в современном бизнесе и технологиях требует гибкого подхода управления. Именно здесь и приходит на помочь Аджайл. Рассмотрение практического кейса перехода от каскадной модели к аджайл в дочерней ИТ компании большой горнодобывающей корпорации • Почему каскадная модель провалилась? • Как управлять запросами пользователей в то время, когда количество пользователей постоянно растет, как и постоянно растет команда ИТ • Препятствия на пусти перехода от каскада к аджайлу (внутренние и внешние) • Как приоритезировать задачи и запросы. Секретная формула • Скрам или Канбан? Что лучше и когда?
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"The degree of one's emotion varies inversely with one's knowledge of the facts--the less you know, the hotter you get." - Bertrand Russell |
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