A two-year immersion into the world of agile projects was enlightening and fulfilling for this practitioner—who learned a lot in his role as a BA and PM during the engagement. He worked with teams with varying degrees of comfort and experience with agile—and shares these takeaways to help you on your journey.
You need to show off our leadership skills by preparing for major obstacles faced in agile transitions. Whether it’s stakeholders wanting to revert back to a legacy methodology or executives balking at changes to status reporting, you need to respond in a constructive manner and help drive the transition forward.
Today’s agile is more than simply a way to deliver projects, it’s rapidly becoming a mainstream business approach—and there are challenges that need to be overcome to enable that. Let's look at how organizations can optimize performance by elevating agile leaders to become business leaders.
Over 12 weeks of bedrest nursing a complex fracture, this physician was confined with little movement. It gave her an opportunity to be introspective—and she soon learned valuable lessons about life that we can also take to heart in our careers as project managers.
In this presentation, Mark Mullaly tackles the essential principles of applying lightweight management projects to small and speedy projects. He explores why small projects are their own unique challenge, and why the traditional views of project management just don't fit. He examines what will make a difference, and the adaptations and appropriate techniques that work when projects need to be truly lean. If you struggle with how to lead in the face of scaled-down projects and rapid response, this is a webinar that you won't want to miss.
By Mario Trentim In this post, I outline the key elements of any successful project. By taking the time to understand these steps and put them into action, you can increase the chances of your proj ...
Hello, I have a PMP Cert but need to also earn a BA cert. Can PDUs count for both? Thank you! ...
In many cases, the appraisal is based on a filled out form containing the individual goals, alignment with organizational goals, areas for personal development, etc. Typically, this form is defined, t ...
By: Louise Fournier PMI Montreal, Executive Director By: Laurent Bour Director of Project Portfolio and Investments, Société de transport de Laval Who are our membe ...
How and what strategies are used to achieve the goal to make the client to sign off BRD knowing that he added alot of new requirement over what was proposed already in the BRD ...
The UN’s Conference of the Parties (COP) number 27 has just ended in Sharm el-Sheikh, Egypt. One of its outputs is a large document called “The Compendium of Climate-Related Initiati ...
In Part 1, I summarized one of the documents that resulted from COP27 (for all of the acronyms you haven’t heard before, they’re covered in Part 1). The document of interest to ...
Hey guys. I've got a group presentation for university on Wednesday about a college innovation project that we have put together. I was just wondering what kind of questions I may be asked after the p ...
By Yasmina Khelifi, PMI-ACP, PMI-PBA, PMP The pandemic has changed the skills we need to acquire and hone as project managers—and accelerated how fast we need to acquire them. Let’s ...
Today’s agile is more than simply a way to deliver projects, it’s rapidly becoming a mainstream business approach—and there are challenges that need to be overcome to enable that. Let's look at how organizations can optimize performance by elevating agile leaders to become business leaders.
You need to show off our leadership skills by preparing for major obstacles faced in agile transitions. Whether it’s stakeholders wanting to revert back to a legacy methodology or executives balking at changes to status reporting, you need to respond in a constructive manner and help drive the transition forward.
Where will you be working in a year? What tools will be necessary for success? How will you build your career? To be a successful PM, you don't need to see into the future—but you do need to continuously build skills in these three critical areas.
Over 12 weeks of bedrest nursing a complex fracture, this physician was confined with little movement. It gave her an opportunity to be introspective—and she soon learned valuable lessons about life that we can also take to heart in our careers as project managers.
At the intersection of how organizational practices are framed and how accountability for project management is articulated lies four possible scenarios for our PM future. Which dimensions are more or less likely to emerge going forward? This is where there are some intriguing insights...
Attempts to pursue maturity as defined by a model may lead a PMO—and the larger organization—to miss out on opportunities to improve performance in other ways. If your maturity model isn't the right approach, what’s the alternative?
By committing to full capacity, teams often must make compromises, accepting partial work or splitting work. But by leaving some capacity available, teams can take on additional work based on customer feedback or new information without disrupting the existing plan—and deliver more.
High-pressure environments often stoke anxiety on both the individual and team level. Project leaders must be alert to the ways this unease can poison team collaboration, including siloed behaviors, risk-aversity and rigid thinking.
In today's digital landscape, organisations need to manage a large portfolio of programs, projects and operations. Given the ongoing market and economical changes, the traditional portfolio management function has to be agile and adaptive to shift direction when required. Some organisations are currently implementing Lean Portfolio Management of SAFe to inject flexibility and adaptability in how they connect execution to strategy. We will address the transition strategy to smoothly move from an existing set of portfolio management processes to LPM of SAFe.
This webinar will focus on proven best practices to run sprint planning meetings effectively and maximize the ability of the team to plan their sprint, commit to a sprint goal, and execute.
In this presentation, Mark Mullaly tackles the essential principles of applying lightweight management projects to small and speedy projects. He explores why small projects are their own unique challenge, and why the traditional views of project management just don't fit. He examines what will make a difference, and the adaptations and appropriate techniques that work when projects need to be truly lean. If you struggle with how to lead in the face of scaled-down projects and rapid response, this is a webinar that you won't want to miss.
Join PMI, Agilepoint, Autto, Kianda, and TrackVia for the PMI Citizen Developer Partner’s Perspective Webinar Series where we bring you valuable insights, perspectives and experiences from leaders of the citizen development movement.
Nosotras estábamos convencidas de que el voluntariado no era para nosotras. Sin embargo, pronto descubrimos que gracias al voluntariado nuestra experiencia personal y profesional nos estaba enriqueciendo de forma exponencial. Rápidamente nos convertimos en voluntarias apasionadas gracias al increíble aprendizaje que obtuvimos. En este seminario web, compartiremos nuestras experiencias, anécdotas e ideas sobre cómo el voluntariado nos ha ayudado a convertirnos en mejores gerentes de proyectos.
This webinar takes inspiration from the career renaissance of Oscar-winning Hollywood actor Matthew McConaughey. The session outlines Matthew’s own career transformation and extracts the key skills required to become a successful PMO leader.
Leading in VUCA world, leadership skills need to be refined and adjusted accordingly to new conditions. Current and future trends indicate complexity, accelerated change and near-constant uncertainty. During the industrial era, the leadership path was to evolve horizontally, meaning developing their hard and operational skills and being promoted to the next level. In the modern world, the evolution is vertical, meaning that emotional maturity, soft skills and global vision need to be evolved first.
The CSOC manages operational cybersecurity activities and identifies, detects, protects against, responds to and recovers from unauthorized activities affecting the enterprise’s digital footprint. The CSOC is dependent on a set of documented processes and procedures, cybertools, and experienced security analysts.
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"Love yourself first and everything else falls into line. You really have to love yourself to get anything done in this world." - Lucille Ball |
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