Organizations need to be agile. Organizations need to transform. But organizations don’t need agile transformations. What they really want to create is an environment where they can deliver optimal performance levels for many years to come without significant ongoing change initiatives.
Do you have a knack for working with data to support your project? You should. Here are eight simple practices for doing data analysis on your own to widen your skill set for the future.
Seasonal depression is all too real. The slowdown around the holidays can create a void that can lead to an emotional rut, which can grow into something deeper. Here's some advice on how to minimize some of the overwhelming feelings that can come during this time of year.
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.
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.
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 ...
Have you configured Earned Value Management metrics in MS projects? So far I have used it only for WBS, defining & sequencing activities, % of completion of status. Please suggest if you have any ...
This is part 2 of a three-part posting. If you have not read part 1, I strongly suggest you start there: https://www.projectmanagement.com/blog-post/73523/do-i-really-have-to-test-everything- ...
I have attended a project management related meeting in my company. As per presenter the meeting qualifies for 1 PDU. I am trying to submit it under Report PDUs/Organization Meeting, but the company i ...
This is a quite frequent question in my Test-Driven development classes. I really like it because it presents a wonderful opportunity to make some significant observations about TDD and testing ...
This is part 3 of a three-part posting. If you have not read part 1, I strongly suggest you start there: https://www.projectmanagement.com/blog-post/73523/do-i-really-have-to-test-everything- ...
Anyone who can share me an audit template for construction project or performance audit of a construction project? I appreciate in advance!!! ...
Agile Project Management is very popular among Information Technology (IT) portfolios, and for good reason. It can be reliably employed to significantly increase the odds of any given IT project comin ...
Conflict is a common issue at workplace. Do you have necessary skills to deal with the most basic conflicts at work? What do you think are the best techniques to deal with conflicts at any time? ...
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?
Question: With the addition of Disciplined Agile, we now have three types of approaches to how projects should be managed. But this means three times as many terms and roles to try to manage. In my company, different teams use different ways to organize their work, so inter-team communication becomes daunting. What is a good way to learn terms—and advice on how to use them correctly?
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.
Nearly a decade ago, this practitioner examined the proposition that if we want to understand what project management’s future might look like, a good place to start is to look at how people in the past envisioned the future. Is that proposition still valid?
L’innovation étant une préoccupation stratégique croissante pour les organisations, des études récentes montrent que la plupart d’entre elles déclarent ne pas maîtriser les processus d’innovation. Dans ce webinaire, nous présentons un cadre simple, conceptuel et pratique en 4 étapes pour favoriser l’innovation, conditionnel à la réponse honnête de 5 questions structurantes.
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.
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 design of governance systems of collaborative relationships should aim for resolving institutional complexity, which further improves organizational resilience for IOPs. By adopting a sequential qualitative-quantitative approach, we conduct research based on empirical evidence to address the issue of resilience of IOPs under institutional complexities. Consequently, this research broadens the perspectives of earlier studies by proposing a shift from focusing on operational conflicts to institutional conflicts and has identified a dynamic stakeholder engagement strategy toward improved resilience. This novel perspective is better aligned with practical reality and provides a comprehensive theoretical framework of governance for improved resilience in the face of institutional complexity.
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A doctor can bury his mistakes but an architect can only advise his clients to plant vines. - Frank Lloyd Wright |
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