Occupational health and safety (OHS) is a multidisciplinary field concerned with the safety, health and welfare of people at work. It's not just about being socially responsible—it also makes good business sense. You should regard it as just as important as the achievement of any other key business objective.
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 February Book Club on Project and Program Turnaround by Thomas Pavelko
Introduction webinar for February 2017 Book Club: Project and Program Turnaround by Tom Pavelko
Save Time With Tools + Templates
This template is aimed at employees of small /medium companies (no more than 200 people). It solves the process of putting together all receipts and expenses after business travel. It allows you to select a project, your generalities and a month/year period. It supports you with some lists and does all the calculations for you.
A team may work on multiple and overlapping projects. The estimated time and the manner to accomplish the projects may be planned and monitored as cumulative man-hours. This worksheet template is used to determine man-hour capacity for the months ahead, and record accomplishment of past months. Use in conjunction with the article Man-Hour Capacity Planning.
This record and tracker is designed to provide a snapshot view of every team member's booked leave for the duration of a project. This is beneficial when scheduling a project as well as when you need to check the availability and remaining leave of team members. In practice, a copy of this can be mailed to the team member for their records, apart from holding a master copy in the cloud or on a central network drive.
Occupational health and safety (OHS)—also commonly referred to as occupational safety and health (OSH), occupational health or workplace health and safety (WHS)—is a multidisciplinary field concerned with the safety, health and welfare of people at work. This presentation provides a primer on important introductory points.
このチェックリストを使用して、チームに参加する新しいPMが成功する可能性を最大限に高めるようにします。 これらのアイテムのいくつかは、新しいPM参加の前に完了しますが、開始日を超えて数ヶ月間継続するものもあります。 チェックリストは、関連するさまざまな役割のさまざまな領域に分かれています。
Learn From Others
Where do you see yourself in five years? This question has plagued the interview process for too long. It's high time we start asking better questions to get better answers from our prospective PMs.
Many companies are incorporating personality assessments into the hiring process to gauge cultural fit, leadership potential and other elusive factors. Here an organizational development expert discusses the value of these tests, a tip for weeding out unreliable ones, and a 10-point checklist (plus three questions) that can help identify promising project managers and team members.
People are never interchangeable parts. Yet most organizations engage in little contingency planning for the inevitable human downtime. In this article, the author gives an example of poor planning, raises a reminder to managers and gives some practical steps to mitigate the problem.
Companies who lack a formal evaluation process could be missing the mark, losing revenue and failing to properly motivate their teams. To make things more challenging, millennials are bringing a new set of expectations and attitudes that may shift the patterns. Be mindful of these trends that are likely to occur in the employee performance management process…
Interpersonal conflict on distributed teams can be devastating. If you are in conflict with someone else on a distributed team, there are a number of things you can do to help resolve it.
Are you a virtual leader of diverse teams and multiple projects across various time zones? Let’s review what defines a virtual team, along with challenges, opportunities and tips for strategic leadership approaches.
How does a project manager ensure optimal performance from remote team members, and how do corrective actions get implemented effectively?
When first leading distributed agile teams, a key challenge that can sneak up on you is onboarding a new team member. You cannot show them around the office. How can you possibly get the new person oriented to their new organization and their new team?
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