Very few people are able to enjoy a career without a few setbacks. How you react to those disappointments goes a long way to defining your career success.
People management is one of the most important tasks in our working lives—and it’s a skill that takes the most time and energy to develop. If you are struggling to work out how to manage someone effectively, use these four tips—and join our discussion forums to continue the conversation!
So much of who we are can be identified back to what kind of work we do. However, to keep moving forward and adapt to changes requires that we—and our employers—are mindful of our individual career development.
Identifying and Managing Technical Project Risks
by
Construction Industry Project Management: Priority 3 — Planning
by
High-stress situations are common in the workplace today. The purpose of this article is to reflect on how a leader should deal with this kind of environment—and train their team—in the context of project management.
As project managers, we strive to learn from our past experiences, and we guide and teach others to do the same. We leverage approaches such as lessons learned to fine-tune the methodology, all to make each project better than the last, and sometimes we succeed. However, when navigating the domain of the unpredictable, these traditional lessons learned often “come up short” for advice, hence the need for a different type of lesson that I call “strategic lessons learned.”
By Lynda Bourne As you may know, any monitoring and control process has three components. The first is establishing a baseline that you plan to achieve, the second is comparing actual progress ...
Fun, because most of the people quite naturally focus on fixing the problem areas, working to overcome opposition, root out adversity and clear through the roadblocks. A few wise ones respond that ...
I am currently responsible for managing multiple portfolios, which involves massive amounts of email traffic on several subjects simultaneously. I try to budget my time to review them periodically, r ...
A certain organization has already an 'established system' with regards to dealing with lessons learned being encountered in every project, may it small or big. But, just wondering why despite of this ...
Yesterday I cleared the PSM I (Professional Scrum Master I) exam, with a score of 96.3%; thus, I failed 3 out of the 80 questions. Passing the exam requires a minimum of 85%, or getting right at least ...
By Lynda Bourne As you may know, any monitoring and control process has three components. The first is establishing a baseline that you plan to achieve, the second is comparing actual progress ...
PgMP? Scrum master? Other field qualifications? To me my next step will be probably PgMP ...
For junior PM, usually, the biggest obstacle is it’s difficult for them to foresee the consequences behind decision. That stop them from making prompt decision. To me I think delegation could help ...
What type of leadership style you really practice on your projects? Why? ...
We hear a lot that project management is a marathon, not a sprint. That’s completely the wrong analogy…it shouldn’t be either. The work/life balance is supposed to be a real thing, so it's time we embrace striving for maximum success with minimum effort.
It's often useful to look at organizations, their culture and how they approach strategic initiatives through the lens of other disciplines just to explore whether there are useful metaphors to be found. And that brings us to a fascinating comparison with astrophysics.
Project management is a unique discipline that puts PMs in leadership positions over staff who don’t report to them. That creates an opportunity to help those team members succeed.
Project management, business analysis and organizational change management are all areas where we can grow our professional careers. How should you proceed? What course of action will yield fast results and yet lay the foundation for a strong and sustainable career?
An organization that isn’t failing at anything is either paralyzed strategically or dangerously unaware of what’s actually going on. Indeed, successful organizations often fail more than faltering ones, but they leverage the experiences into positive stepping-stones.
True story: A CFO told a VP peer about how he wished the CIO would learn to “stay in her lane.” Yet isn’t the CIO supposed to provide the information, infrastructure, technology and systems the organization needs to leverage its ability to do business, compete, grow and prosper?
Risk management can suffer from too little or too much supporting infrastructure, be it tools, techniques, training, templates or technology. Getting these elements right enables the risk process to deliver the expected benefits to the organization and its projects.
When differences in understanding or expectations arise between project stakeholders, clients, partners or developers, it is the project manager who is often caught in the middle. One of the best bridge-building strategies is storytelling—and one of the best stories is about purpose.
Requirements are a key driver for any project and there is a direct relationship between the accuracy of requirements and the outcome of a project. In many cases there is a direct link between scope and requirements, hence requirement definition impacts project scope.
Everything we talked about since the start of the “mastering” series has been about relationships and making them stronger. Having a solid contract is a natural extension of those goals. When you have a great contract with the loop holes closed, you can focus on building a relationship as that is critical to project success. So, in short: A contract is a relationship and you create a project family. You agree to be bound together to get project management goals on the same page and deliver results.
This is in the third installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects.
Following her successful webinar, Consulting As a Service for Digital Transformation Program, Nathalie Bouchard, Executive Advisor and co-founder of Oneflexiwork, takes the innovative concept one step further and presents how it can support leaders in transforming their Digital Transformation vision into an actionable transformation program.
What does it mean to be ‘Mindful’? How can one apply the practice of Mindfulness to enhance the performance of their project team(s) – and, while we’re at it -- ourselves?
This is in the second installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects. The framework consists of eight key project management areas.
Lusail City extends across an area of 38 square kilometres and includes four exclusive islands and 19 multi-purpose residential, mixed use, entertainment and commercial districts. It is a comprehensive arena with leisure spots, residential buildings, commercial towers, avenues and public ports. Lusail, a true city of the future, will eventually accommodate 450,000 people. City includes 22 hotels with different international star ratings, making it an element of attraction for investment in Qatar.
This webinar explores where these lines blur, how to make sense of them, and how to think about our projects and they can—and should—relate to strategy.
|
"What is wanted is not the will to believe, but the wish to find out, which is the exact opposite." - Bertrand Russell |
| Network:125 |
| Network:100190 |
| Network:7026 |
| Network:7 |
| Network:2481 |
