Do certifications add value to your career? The answer is clear. Here, the author shares three questions to keep in mind before you invest in another certification, and six steps to create your project certification plan.
For organizations operating in disruptive environments with rapid, unpredictable change, long-term strategic planning must evolve. A clearly articulated, forward-looking destination is as important as ever, but the route to get there must remain flexible on the specifics of how it will be achieved.
Trustworthy assessments of project health are necessary. This article advocates an approach using proactive, objective and metrics-based project health indicators and communication of assessment outcomes by simple executive-level and project management-level dashboards.
How do the business functions of project, program and portfolio management bring about change within organizations? In Part 1, where we establish context, the author looks at two examples when he asks why some succeed where others don’t.
In this webinar, you will hear how contingency planning saved a project from failure, what triggers are and why they matter, and why no project plan is complete without trigger-based contingency plans.
By Peter Tarhanidis I was recently assigned to transform a procurement team into one that managed outsourcing partnerships. I realized the team was very disengaged, leaving the strategy up to m ...
President Mauricio Macri participated this morning in the implementation of the tunnel that will build the 12 km submarine outfall of the Dock Sud sewage plant in the municipality of Avellaneda, which ...
Hello fellow Project Managers. After writing for many years on What It Takes to Succeed. Many of you have asked to see the leaders and experts who shared their wisdom and their guidance on what it ...
Interesting information contained in the CCR Handbook https://www.pmi.org/-/media/pmi/documents/public/pdf/certifications/ccr-certification-requirements-handbook.pdf ...
What are the main factors concerning online marketing that should be considered when developing a new business strategy? The author of this LinkedIn post tries to apply blue ocean strategy t ...
I'm doing a little research before my product launches, and I'm hoping the PMI community can help me out. I have two questions: 1. How do you handle people who repeatedly fail to accurately report ...
No degree or certification is useful. At the same time they are not useless either. There is a reason why such things exist and the reason is to learn from others example as oppose to make mistakes on ...
Have you ever had a really good idea that you were excited about, that you couldn't wait to start, only to have it go nowhere? I've had more than one hobby that went into limbo and becam ...
The long-term goals they wish to achieve in terms of market share, revenue, positioning (i.e. volume leader, quality niche, etc.), customer satisfaction, etc. · [endif]-->The internal impro ...
We’re already halfway through the year, and it’s time for the annual technology update! So get your geek on and let’s have a look at the hot information technologies for 2017...
Far too often, companies are ignoring the basic business rules by moving from one extreme to another with regard to tools, methods and processes instead of managing the change as an evolution. And regardless of the evolution in technology, the social economy and market changes, there is one simple formula that remains constant, one that will maintain the main muscle of your business.
One of the major reasons for project failure is the occurrence of unforeseen events that disrupt the smooth running of the project and cause irrecoverable deviation from the plan. How can we help minimize the risk when it comes to scope definition in construction projects?
It’s important to increase the role and responsibilities of head office managers for projects that are offshored. This article is excerpted from the author’s book Leading and Motivating Global Teams: Integrating Offshore Centers and the Head Office.
All projects have benefits, even those that are “just an upgrade.” But creating energy and receiving buy-in from the project team is oftentimes much more difficult on smaller initiatives. Here we learn some actionable items that can be used to keep team members engaged and focused on the reasons behind the technical work.
There is always pressure to remain on schedule and under budget. But ignoring risks to achieve a deliverable can have catastrophic consequences. The author looks at some infamous worst-case examples of operations that ignored those risks, but the road map used to create them is just as applicable to less-critical scenarios related to managing risk within any environment. What can we learn from this?
With the increasing business focus of project management, many PMs are wondering how they should focus their personal development. Should they go broad, or should they go deep?
Project implementation is required to reach the desired outcomes in business. You develop a WBS, apply project management systems, particularly EVM and then settle down with project monitoring and control processes to reach the end result - but is that enough?
Closing Q&A webinar for April 2017 Book Club on Managing and Leading People through Change by Julie Hodges
Kevin Richardson will walk through some common examples of two types of projects and how to wrestle them to the ground.
We all know we are supposed to do a “lessons learned” exercise as part of our projects. Some of us even take the time to go through the motions. The challenge is that lessons learned rarely get paid attention to, and organizational practices rarely change as a result. If we really want to learn from our projects, we need to change how we think about lessons learned.
If the project manager wants to implement lasting changes, this webinar will help to understand these processes and offer a glance over formal tools and methodologies to manage all the complexity involved.
If only CHANGE were easy. We lead projects and initiatives every day and the odds that they will be successful are not in our favor. It is like herding cats. Evidence shows that incorporating Emotional Intelligence makes it easier to lead people down a different path than they are currently on.
A sea change in project management practice and principles is already well underway. The roots go back as far as knowledge created and discovered in the early 20th century, but received a tremendous shot in the arm when the Agile Manifesto and Principles leapt into the world from its crèche in Snowbird, Utah.
Project Managers normally use the same questions to understand the current status of their project and tasks assigned. We get so used to asking the same questions that it becomes a habit: What's the status on this? How are we getting on? Perhaps it's time to look at some other questions to assess the health of your project. Are you team members happy? Are they able to do their work without being impeded by others? What are they most looking forward to in delivering this project? During this webinar we'll explore the questions that you should be asking as a Project Manager to determine the real status of the project.
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