When you are a new practitioner—especially if you are a new graduate—you may fall into the credential trap. It’s the belief that earning one more degree, credential or certification will skyrocket your career. There are a few other significant ways that new practitioners can initially keep growing.
Project managers face two competing imperatives, 1) to be as fast and efficient as possible, and 2) to improve what you do and how you do it. The first one is about being on budget, on time and on target. The second one is about doing that better than you did it last time, perhaps radically better. In other words innovating the products you develop and the processes you use to do that. In this webinar you will learn a simple intuitive framework—a mindset—for thinking about your work, that enables that innovation. A switch that will make you and your team more adaptive, resilient and resourceful, as you enhance rather than compromise your efficiency.
Voices on Project Management
by Dave Wakeman I recently came across some of management guru Peter Drucker’s thoughts on project management. As often happens with Drucker’s writing, the lessons he wrote abo ...
what is Kanban Board ? How can i get the Kanban Board Templates ? ...
As project managers, our role is to get work done through other people. This means we not only need the right people on the team, but we need the humility to admit that there are many people who know ...
Egyre nyilvánvalóbb a munkaerőpiacon az elérhető, professzionális projektmenedzserek és a fellelhető és a területen betöltendő szabad áll&aac ...
How do you define the right level of quality on your project? Your project sponsor probably has expectations you need to meet. Your team has a level to which they can deliver. You have to find a way t ...
¿Cual es el modelo de clasificacion que nos permitira agrupar de mejor forma los interesados del proyecto?from Project Management Central posted by on
What is the classification model that will allow us to better group the stakeholders of the project? If a project decides to classify the stakeholders, based on the level of authority and level of re ...
What is Dynamic System Development Model (DSDM)? Is it still in use in Projects ? ...
Would you be interested in an intro to quantum computing course tailored for project managers? https://www.projectmanagement.com/polls/520273/Would-you-be-interested-in-an-intro-to-quantum-computin ...
When a project is finished, what are the most important factors to take into account that influence customer satisfaction?from Project Management Central posted by on
When a project is finished, what are the most important factors to take into account that influence customer satisfaction? ...
Agile project management was intended for colocated teams, but modern business realities, from globalization to digitalization, have made it increasingly difficult to accommodate this ideal scenario. But distributed teams can still reap agile rewards by committing to communication, collaboration and a culture of cohesion.
The self-empowered team is a cornerstone of agile project management, and the benefits are well-established. But the mechanics and makeup of these teams, from shared skills to stability, will have to adjust to evolving business environments.
Cuando se implementan prácticas ágiles por primera vez en un entorno de cascada, se deberán integrar más técnicas predictivas como la gestión del valor ganado (EVM). Aquí, un profesional observa dos ejemplos de sprint para explicar cómo funciona este enfoque.
Project managers know that success hinges on their ability to build strong, high-performing teams. But there is one aspect of project leadership that is often overlooked or taken for granted — managing a team’s energy. Here are some strategies to get it right.
When agile practices are implemented for the first time in a waterfall environment, more predictive techniques like earned value management (EVM) will need to be integrated. Here, a practitioner looks at two sprint examples to explain how this approach works.
Faced with overwhelming workloads, we are often advised to “prioritize,” as if that is some sort of magical spell. We need to look beyond prioritization. Here are some useful tools and techniques that can be applied by individuals as well as teams to increase productivity.
When a team leader who is a planner at heart is forced to work without an official project management plan, there are still ways to covertly organize the workflow that can closely mimic effective PM principles.
Using a mind mapping tool for group problem solving can be an excellent way to resolve complex issues. A good group mind mapping experience has the added benefit of improving group dynamics and eliciting better participation.
Assurance reviews are essential to the overall good governance of major public projects and programs; in this webinar, we explore some of the challenges around framing and implementing assurance review recommendations during the life-cycle. PMI have funded a research study led by The University of Hull, which seeks to uncover how the treatment of assurance review data influences recommendations and the subsequent actions (or inactions) that arise, using a definitive set of data. During the webinar, we will discuss some of the implications arising from the findings of this study, explore suggestions for improving current assurance processes in practice and identify recommendations for future research.
One of the most difficult, yet important, questions regarding projects is "What advantages will this project create for the investors and key stakeholders?" Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (time–cost–quality) towards some of the more fundamental questions: What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment?
Have you or your Agile teams had trouble refining requirements on an Agile project? Are your teams struggling with user stories and tasks that are too large for them to handle well? If so, you and your teams need more guidance to implement backlog / user story grooming. Backlog grooming is a step-by-step process of taking high-level (“coarse-grained”) requirements and refining them to lower-level user stories and tasks (“fine-level”) that are ready to put into a sprint. In RefineM’s Backlog/Story Grooming presentation, attendees will learn how to work the process to achieve fine-grained requirements that are ready just in time. The key to success is leveraging tools and techniques as well as the expertise of your team to refine requirements iteratively.
Are you ready to shine? Do you want to know more about PMI Professional Awards? Is there a person, project, or PMO that has outstanding performance to be recognized globally? If you answered yes to any of these, please join us to learn how to determine which award nomination might be most appropriate. We will share best practices, sage advice, and new updates on submitting a nomination. In 2019, ALL nominations will be completed online, so save time by joining this informative webinar.
Innovators have long recognized that constraints very often stimulate or guide the process of creativity and innovation. When ‘the box is the limit’, creativity often comes to the surface organically as the most ultimate and natural solution. This webinar is aimed at every professional who’s convinced that creativity plays a crucial role in the daily work environment, but is also aware of the boundaries that take away the illusion of ‘the sky is the limit’.
How much time do we waste thinking about, avoiding or worrying about conflict and what does that do to your work environment? Conflict does not generally go away unless you actively manage it. In the webinar, we will explore how to have productive conversations and provide you with a framework where you can be successful in winning a resolution.
Según el informe WEF Global Risks Report 2018, cerca de 6 de cada 10 principales ejecutivos en sus sectores empresariales experimentó un incremento en riesgos inherentes a sus negocios. Un 24% de sus pérdidas financieras fueron generadas por riesgos ambientales, cibernéticos, económicos y geopolíticos, con proyección a incrementarse en el próximo 2020. Es así cómo se evidencia a nivel mundial una tensión creciente hacia una gestión efectiva de las organizaciones. Y la dirección de los proyectos no es la excepción, acorde al reporte PMI Pulse of the Profession 2018. De las principales causas que condujeron a iniciativas ser declaradas como fracasos, la falta de definición de riesgos y oportunidades es una de ellas. Adicionalmente, solo cercano a 3 de cada 10 compañías aplican siempre prácticas en gestión de riesgos sobre sus proyectos. Esto conlleva a observar cómo instituciones de todo el mundo derrochan $1 millón cada 20 segundos. La praxis lleva a las organizaciones ejecutoras de proyectos a establecer un marco de gestión de riesgos que sea simple y resiliente frente a amenazas y oportunidades. En la actualidad, existe una gran diversidad de estándares, metodologías, herramientas y técnicas para este propósito. No obstante, gran parte de ellas han resultado ser complejas y subjetivas de aplicar para los gerentes de proyectos y de riesgos, lo que ha incrementado la incertidumbre en sus proyectos. Por lo tanto, es clave compartir con los gestores de proyectos y de riesgos un set de 9 gráficas básicas para el análisis integral de amenazas y oportunidades en esfuerzos temporales. Cada una de ellas proporciona una visión sistémica y pragmática de la toma de decisiones bajo riesgo e incertidumbre en los proyectos, migrando de esta forma del clásico paradigma determinístico hacia uno estocástico, inherente al entorno VUCA de los negocios del siglo XXI.
Project management can learn a surprising amount from Charles Dickens. Our practices extend back to the time he was writing, as the industrial revolution took hold. And some of those practices have not shaken off the mantle of that legacy. An exploration of our world through the eyes of a very different one.