For CIOs in 2017, the issues and challenges are not getting any easier. What should CIOs—especially in smaller to mid-sized organizations—focus on to improve their job life expectancy?
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Risk, cybersecurity, artificial intelligence, the Internet of Things—as technology transforms project management, PM professionals are either ahead of the game, or falling behind. Stay current and competitive with the 2017 PMI Information Systems & Technology Symposium. Exclusive to PMI members, this free, virtual event delivers a full day of intelligence on innovation and its impact on your PM career. • Gain insight into the tech-driven trends disrupting our industry, without leaving your desk • Network with the PMI global community while developing the skills organizations are looking for today—and tomorrow • Earn 6 PDUs • Get actionable intelligence you will not find anywhere else, tailored specifically for project and program managers Register today— Here are more details on sessions and speakers.
Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies.
Industry and subject matter experts believe that we are in the early stages of an era of technological advancement that will dwarf the Internet era of the mid to late 90s. Having a basic understanding of these technologies and their current status will provide program and project managers with the tools they need to move forward.
This webinar is designed to bring program and project managers up to date on the cyber risks that have become typical these days.
Save Time With Tools Templates
Change management requires continuous communication, active sponsorship, stakeholder buy-in and tailored training. Project leaders can use this spreadsheet-based assessment tool to evaluate their organization's change readiness and to provide guidance on better preparing for change initiatives.
Individuals or teams may react negatively to change for a variety of reasons, from lack of information, to fear or misunderstanding about the implications, among others. Use this worksheet to invite communication and develop an appropriate response that addresses concerns while conveying the need and vision for the change.
By bridging strategy with project and portfolio management, integrated roadmaps help organizations make decisions that align with long-term goals and deliver more significant innovation, from NPD to IT efforts. This five-step guide to building a roadmap covers needs and drivers, products and capabilities, delivery gaps, and resource opportunities.
Do your change initiatives create high levels of uncertainty, frustration and wasted effort? Is the human side of change valued through coaching, communication and recognition? This review template can help executives, project/program managers and implementation teams evaluate the effectiveness of change leadership in their organization.
Project costs receive serious scrutiny from executives and stakeholders who use ROI and other financial metrics to judge organizational performance. Here is a checklist of questions to help project leaders and their teams determine the best available options for responding to project cost risks and issues that may arise.
Learn From Others
Aligning business and IT strategy at the top level is helpful, but only as far as it is put in to practice at the lower levels of an organization.
With so much projected to take place technologically in the next several years, organizations must be ready to respond. Those that fail to consider several forces into their strategy development will likely suffer slow global economic growth, diminishing market share and business failure. With so much going on, the pressure on program and project managers will be substantial.
Complex projects are often feared as an inevitable drain on resources, a source of never-ending problems and a cause of immense frustration. They can be all those things, but they can also be an organizational springboard to tremendous success.
Today's business environment is extremely complex. No longer is success driven by any one single factor—it requires multiple factors. If you ask what drives the level of complexity of programs and projects these days, you will get a number of answers.
The popular managerial acronym VUCA (volatility, uncertainty, complexity, ambiguity) can be useful in identifying and categorizing risks, but a complementary framework known as VUCA-Prime is more helpful in shaping appropriate responses to those risks by focusing on vision, understanding, clarity and agility.
The tsunami of devices from the Internet of Things (IoT) has come to our homes, workplaces and industries—and to the projects we manage and products we create. Let’s see why the combination of innovation and agility is essential to leverage the “power of the thing” to win in this highly competitive market.
If we ask a PMO leader why their PMO exists, the answer is frequently at odds with what is evidenced by the work they perform. Why is that, and what can we do about it?
Designing complexity out of the project process begins with ensuring that needless complexity is kept clear of things. Let’s look at some of the drivers that tend to introduce needless complexity into the project management process...
The evolution of the digital age, automation and new energy technologies are elementary to future-oriented corporate management in the mechanical engineering sector—and will continue to gain increasing importance.
Projects may be unique endeavors, but they can’t be managed in isolation. They must be integrated and assessed within the context of strategic enterprise goals — a portfolio-level perspective enabling synchronized adjustments on the way to delivery. And this requires project leaders to adjust as well.
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