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Connect In Person

PMI Talent Management Conference 2016

December 6, 2016 | Online

How do you build a team culture across continents, without ever meeting face-to-face? How do you motivate teams across the Boomer, Millennial and Gen X divides? Get answers to these questions and more at the 2016 PMI Talent Management Conference! Now in its third year, this free virtual event is your source for guidance on talent retention and development, plus things you need to be thinking about when planning your own PM career.

Upcoming Webinars

Developing a (Peer) Coaching Practice Within Your Workplace

Aug 31, 2017 12:00 PM EDT (UTC-4)
PREMIUM webinar

Peer coaching is a confidential process through which two or more professional colleagues work together to reflect on current practices; expand, refine, and build new skills; share ideas; teach one another; or solve problems in the workplace. When used effectively, peer coaching can be a powerful tool for individuals exploring issues and challenges more deeply and it likely to develop stronger ideas, actions, and goals. This webinar will introduce the concept of peer coaching, explore the coaching model, and how to develop a coaching practice within your workplace.

On-demand Webinars

Managing Millennials and Multi-Generational Teams

by Dana Brownlee
August 27, 2017 | 61:02 | Views: 505 | PDUs: 1.00 | Rating: 5.89 / 7

Given the fact that millennials will comprise more than one in three adult Americans by 2020, smart organizations are investing time and energy not just learning about their oftentimes unique workplace preferences/work styles, but also determining how to best leverage their strengths to benefit all.

What Does It Entail to Manage a Project Team for High Performance?

by M. Aslam Mirza
August 08, 2017 | 60:48 | Views: 193 | PDUs: 1.00 | Rating: 4.96 / 7

The gist of the matter is to manage "Collective Commitment" of an individual member, team, and an organization. This webinar will cover how that happens, managing certain prerequisites while forming a team and inducting a new team member, certain areas of leadership to help the team perform at their best, and certain behaviors to avoid.

See all Talent Management On-demand webinars

Save Time With Tools + Templates

Project Manager Skills Matrix

deliverable
by Andy Jordan

Which project manager is the best fit for a new initiative? Who has the most appropriate PM and business skills? Use this sheet to map out skills for each of your PMs in different areas relevant to project execution. When new initiatives need a PM, refer to this matrix to identify PMs with the most appropriate skills.

Product Management Leadership Checklist

deliverable
by ProjectsatWork.com

Product management leaders establish the broader context for building great products and services through a combination of processes, trust-building, hiring, mentoring and cross-functional communication. Here is a seven-point strategic framework for creating conditions that can unleash great product and technical work.

プロジェクト名: プロジェクト憲章®

PREMIUM deliverable
by Markus Klein, PMP

このような青色のテキストは、このテンプレートを完成させるためのヒントやアドバイスです。最初の下書きが準備できたら、スポンサーにこの文書を送付する前に削除してください。

Ready, Set, Wait! Kick Off Your Team Before You Kick Off Your Project!

PREMIUM presentation
by Dan Furlong, PMP, PMI-ACP, MBA, CSM

If it weren’t for people, projects would be easy! Getting the team to act as one is challenging. This presentation from the PMI Global Congress 2014 in Phoenix will help you all trust each other, stick together and achieve project success.

New PM Onboarding Checklist (Japanese Translation)

PREMIUM checklist
by Andy Jordan

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

Changing Work, Changing Needs

by Andy Jordan

As project work shifts and evolves to meet the changing needs of the business, what are the implications for our teams—and how do we manage them?

Doing Less with More

by Kenneth Darter, PMP

We are often trying to do more with less, but when complexity creeps into your organization or your world, you may need to flip the script and do less with more.

How to Handle Project Naysayers

by Michael Zekser

All projects have proponents—but also those who don’t want the project to move forward for various reasons. This article offers some practical techniques to address and resolve tense situations so your project can move ahead.

Topic Teasers Vol. 99: The Emotional Payroll

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: I’m an agile lead working with a traditional project manager on a hybrid project for an outside customer. Each time we all three meet, the PM brings out so many risk charts—and explains the potential pitfalls and recent statistics in such a negative way and with such an emotional tone and facial grimacing—that the customer is almost panicky when he leaves. Agile is all about embracing the potential for risk, but how can I speak to someone on my peer level about changing his behavior and message so that the customer feels appropriately informed while still confident in the team and our progress when he leaves?

The START Feedback Framework for Managers

by Gurpreet Singh

Feedback is an essential tool for project and functional managers to achieve a desired outcome or state. When done correctly, results can be achieved quickly. This article elaborates on a feedback framework that can guide the delivery of the feedback to maximize its benefits.

The Impact of Continuous Organizational Development on PMs

by Kevin Coleman

The continuously changing nature of the business world has resulted in increased pressure on organizations to continuously develop. Previously, our approach to the changing nature of business has been initiative driven—a series of starts and stops. That is rapidly becoming an outdated model.

Being Friendly vs. Being a Friend

by Mike Donoghue

While it is possible (and necessary) to be a friendly project manager to your team, being a friend isn't the best idea. But an organization that has good camaraderie within the body of its workforce can increase employee satisfaction. How do we strike a balance? Here we look at building a friendly work environment.

3 People Management Problems Solved Through Continuous Personal Development

by Joe Wynne

Learning how to better manage talent is more than researching great practices—you must be able to avoid problems keeping you from using them. The problems can be your preferences or the workplace culture, among other factors. Your development will go faster if you deal with these problems early.

The Problem with Your Interview Questions

by Christopher Cook

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.

Topic Teasers Vol. 96: Assigning the Blame

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: Okay, I’m not proud of how this project ended, but management is blaming me…me! There were lots of moving people and parts to this one, and we knew from the beginning it would be a challenge. But how do I react to the accusations? I want to be sure no one goes away thinking it was my fault, because I don’t think it is. What do I say so that the proper culprits will be blamed and my reputation comes out unscathed?
A. A great number of projects fail because upper management fails to properly and completely share the goals and accompanying evaluative metrics they will use to decide successes from failures. Not knowing what is expected of you, your team and your suppliers means you cannot then be blamed when you fail to meet their dreams.
B. The rule is that project managers are not supposed to ever do the actual activity or user story work of a project. If you are only in essence the “supervisor,” how is it fair to be held accountable when others do not do as they have promised? If participants led you to believe that your schedule and budgets were acceptable, they should be reported to management by name and I.D. number when things “go south” or fail.
C. If you work in an industry where you rely heavily on contractors, sub-contractors, suppliers and even other third-party technical entities, your success is directly related to their reliability. If a project fails because of their non-compliance to contracts or promises, get in writing from your procurement team that they will never hire this group again—at least for any of your projects.
D. If you are the project manager, then one of your roles is to represent all the bits, pieces and assembled individuals who had their fingers in this endeavor—whether it was a success or a failure. As a result, you need to step up and assume the blame, not passing it on even if it could be objectively done with great accuracy. All you can do is learn from it.
Pick your answer then Test Your Knowledge!


Ask a Question

Discussion Rules

Recent Questions

Topic Originator Last Post Votes Replies
How did you become a project manager? Planned, career change, happy/sad now?  Michael Shanklin, MBA, PMP  Aug 16, 2017 4:43 PM  19 
What percentage of the 47 processes do you use on your projects?  Michael Shanklin, MBA, PMP  Aug 16, 2017 4:24 PM 
Diversity Intelligence - Draw People Towards You Through Awareness  Paul Pelletier  Aug 15, 2017 2:50 AM 
How has the role of project manager changed over the years?  Michael Shanklin, MBA, PMP  Aug 11, 2017 11:25 AM 
Ensure your business growth in global player companies  Benjamin Wiechmann  Aug 11, 2017 8:29 AM 
What's the minimum number of years of experience a "senior" project manager should have?  Cris Casey  Aug 10, 2017 5:52 AM  18 
How can a weak matrix PM obtain busy human resources that aren't dedicated but required?  Michael Shanklin, MBA, PMP  Aug 3, 2017 11:37 AM 
PMP vs PRINCE2? WHATS THE DIFFERENCE  Mohamed Abdelaziz Mohamed  Aug 3, 2017 4:29 AM 
How to show value of project management to company executives?  Michael Shanklin, MBA, PMP  Jul 27, 2017 10:46 PM 
Attraction  La Juana Chambers, MPA, PMP  Jul 27, 2017 5:25 PM 
Is micromanagement of employees helpful in increasing organizational productivity?  Fazal Hussain Aasar  Jul 26, 2017 12:11 PM  19 
Are professional & project relationships less important as technology evolves more and more?  David Romero Cordente  Jul 24, 2017 7:41 AM  15 
In addition to PMI Credentials, what other certifications has aided your career the most  Gary Hamilton  Jul 21, 2017 11:30 AM  11 
Do you want to collaborate in a book  Mayte Mata-Sivera  Jul 20, 2017 12:22 AM  21 
What would you tell a nervous co-worker or friend?  Andy Kaufman  Jul 19, 2017 5:18 PM 
Do you work in a projectized, functional, weak, balance, or strong matrix organization?  Michael Shanklin, MBA, PMP  Jul 19, 2017 2:22 AM 
When/how did "Agile" become synonymous with "Scrum"?  Cris Casey  Jul 18, 2017 9:44 AM 
Top 3 Things You've Done To Benefit Your PM Career?  Michael Shanklin, MBA, PMP  Jul 18, 2017 6:48 AM 
PM Software Recommendations  Tony Carrasco  Jul 17, 2017 4:49 PM 
Leadership Training for Project Managers  Micah Schrom  Jul 15, 2017 4:36 PM  17 
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