To be a capable generalist requires reframing our own self-perception—and how we communicate our abilities and shape the perception of others. The value of the generalist is not about having wells of expertise in a broad array of domains. Success as a generalist instead requires three very specific talents...
One of the most challenging aspects of meeting minutes is knowing what is important enough to capture. Here are the top five critical items that all meeting minutes should include.
As project managers, most of our days become very busy as urgent tasks pile up. This can be rather overwhelming. Where do you even start? Take a deep breath and practice these six time-management hacks.
Project management relies heavily on teams, and teams need to communicate and share project information and techniques. With virtual teams and remote sessions increasingly becoming the norm, it is essential for project managers to be adept at leading virtual sessions. These techniques will provide the foundation for a great virtual session.
Question: Due to the pandemic, my original project estimates aren't accurate. It’s not enough that we are over budget and behind schedule, I now need a way to show management how I predict this work will change financially and in terms of time. I learned some alphabet formulas to pass the PMP® exam, but that was years ago. Is there a simple way to calculate this stuff?
Success in this day and age means that we need to take responsibility for our own careers, and our own development. This presentation explores what it takes to successfully be your own talent manager.
By Marat Oyvetsky, PMP Global companies often struggle to align their international projects because of competing priorities, changing strategic corporate focus and general budget fluctuations due ...
Except for Target Price,I understand all the parameters in the following scenario. What role would Target Price play in such a scenario? Or it's just a made-up term to check your knowledge? You had c ...
Another amazing piece of emerging technology came into public view a couple days ago. It falls into the category of wearable technology and has brought a WOW response when I have discussed this in my ...
One of the foundations of Lean is that it is based on systems thinking which tells our system causes most of our failures. When recurring failures occur, system thinkers don't look to blame those ...
I want to share knowledge in terms of Blogs/Articles. How to do the same. I don't see in options for publishing. ...
The new standard of PMI PMBOK 6 has debut on September, 06 , 2017 with 49 processes, 4 processes have been added: - Manage project knowledge (Integration management knowledge area). - Estimate activit ...
We knew that EVM is a tool that helps PM to measure project's performance (as discussed in PMBOK). Apparently, not all projects used EVM. Are there limitations of EVM, if any or none at all? Your thou ...
I haven't used any before. ...
I'm sure some of you have led projects where everything appeared to be going swimmingly right up to the finish line only to find that you had somehow stepped into the project equivalent of the Hot ...
To be a capable generalist requires reframing our own self-perception—and how we communicate our abilities and shape the perception of others. The value of the generalist is not about having wells of expertise in a broad array of domains. Success as a generalist instead requires three very specific talents...
If we create a great environment—a great culture—we don’t need to spend time directing or engaging people. Instead, we free people to work in the best ways they can. Here are three ideas to help move from talent management to environment or culture management.
Innovation is going to be key in the ability of an organization to recover. The depth of the impact that the pandemic has had on most industries means that resuming the pre-pandemic strategic priorities simply won’t work. Agile teams are the key to making that happen.
With project management being a more diverse discipline than ever, what’s the right strategy for developing people into, through and beyond project management?
While there is no one formula for conflict resolution, it's helpful to have some strategies, some models to guide our thought process. This article outlines some basic models for conflict resolution to be aware of—and maybe incorporate if they help in your situation.
Developing an authentic personality, through tapping into positive values or ethics, enables us to be true to ourselves and sincere in our interactions with others. Authenticity helps to gradually build trust and collaboration with our stakeholders and provide a sustainable contribution to organizations.
The COVID-19 pandemic is forcing organizations to rethink their strategy and refocus their investments. And just as our understanding of the crisis continues to evolve rapidly, our strategic response must, too, with continuous review and refinement to ensure it stays relevant. Here are four must-ask questions to support the process.
There are four stages or levels of competency in a project manager’s development. By understanding and recognizing them, you can help others on their journey and take charge of your own. Here is an explanation of this model that can be used in many situations and disciplines.
Les risques peuvent avoir des impacts négatifs sur les objectifs des projets tels que le retard, le surcoût, la diminution des aspects de qualité et de sécurité. Les projets complexes sont affectés par de nombreux risques et opportunités en raison de leur plan organisationnel complexe avec un grand nombre de parties prenantes, une planification complexe avec un long cycle de vie, une gestion complexe des ressources, des problèmes techniques et des facteurs environnementaux. Ce type de projet peut également présenter une importance stratégique pour les parties prenantes. Il est essentiel d'identifier et d'analyser les risques et les opportunités tout au long du cycle de vie du projet et d'élaborer des plans d’action afin de réduire les effets négatifs des risques. Dans cette étude, nous proposons un processus formalisé et systématique de management des risques pour les projets complexes et stratégiques.
This webinar presents the results of a two-year research project funded by the Project Management Institute about the performance of megaprojects. Researchers conducted a systematic review of the megaproject management literature, in which over 6,000 scientific papers were analyzed to identify 18 causes and 54 solutions to address poor megaproject performance.
In this installment of the Discover PMI – Ask Us Anything Series, we will provide an overview of ProjectManagement.com’s new Community Ambassador Program. This program was introduced to PMI’s online community in January 2020 with the goal of providing community members additional support resources who facilitate and encourage constructive conversations as well as assist members in navigating the community.
The Ask the Expert Webinar Series is an extension of the Ask the Expert Program offered at PMI® Global Conference. Each year, experts from the ProjectManagement.com community offer one-on-one sessions to conference attendees, acting as mentors, coaches, and sounding boards for Project Managers at varying stages of their careers and across industries. Gain access to these leading project management and industry experts through the Ask the Expert Webinar Series – ask your most pressing Project Management questions, seek career advice, and gain insights into industry trends. Please join the webinar prepared to pose questions to the experts! Please note that this webinar is not PDU bearing
This webinar is a review of the resurgence of Lean principles describing why and how Lean evolved and why it failed to adapt to the modern market. Practices like Kanban, Kaizen, Theory of Constraints, Servant Leader, to name just a few, are not new. The second part of the webinar is an analysis of Lean vs Agile using DevOps, RPA and AI - three of the 'new' practices seen as Agile evolution.
The process of project management is the process of making decisions. Much of our thinking about how to make decisions reflect an ideal generally called rational economic actor. In an ideal world, you weigh the alternatives based on reliable data, compute the most advantageous path and decide to choose that course. We maximize the expected economic outcome given some set of constraints. Ideally, we do this in a timely manner using a process that is transparent and inspectable. Everyone involved can understands why that particular decision was made. In the messy real world, we down-select the alternatives to consider. We work with limited data, fuzzy or even inaccurate data and, frequently, decide to take the path of least resistance. Getting to better decisions requires some planning well before the decision is to be taken. Increasingly we acknowledge the role our inherent biases play in our decisions. The insights of behavioral economics allow us, up front, to design decision making strategies and processes which limit the role of our cognitive biases. No process will immunize us against all failures but knowing what to look out for increases our success rate. During this talk we will examine how to increase the chances that our decisions will actually advance our project’s objectives without being stick in analysis paralysis. We will discuss how to make your decision making more aligned with your goals and make those decisions quicker and more reality based.
Many people claimed to have worked under a bad boss. Bad bosses are a top reason that good people leave a company, and they are bad for a company's bottom line. But what makes a bad boss? Is there a way to identify a bad boss? Is someone a bad boss, or do they simply communicate poorly? In this webinar, the presenter, Ryan Haag, walks you through his experiences with two particularly bad bosses and uses them as examples to help you identify bad bosses and to be able to work through them.
We’re making changes to both the Standard for Project Management and A Guide to the Project Management Body of Knowledge (PMBOK® Guide) to reflect the range of different project approaches and your need for flexibility. We’ve heard questions about how the 12 principles evolved for the Standard for Project Management and how we developed the Guide to the Project Management Body of Knowledge. We’re here to answer them.
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