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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

Managing Millennials and Multi-Generational Teams

Jul 27, 2017 1:00 PM EDT (UTC-4)
PREMIUM webinar

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.

On-demand Webinars

Turn Your Employees into Star Performers

by Nicola McCrabbe
April 26, 2017 | 60:36 | Views: 3,066 | PDUs: 1.00 | Rating: 4.84 / 7

Is someone on your team not performing to expectations? This webinar will provide practical tips and strategies that you can start using right away to turn individual employees into Star Performers.

Managing Remote Teams for Success

by Dana Brownlee
April 20, 2017 | 59:29 | Views: 3,652 | PDUs: 1.00 | Rating: 5.64 / 7

Our workplace has certainly changed and one of the most obvious illustrations of this is the prevalence of non-traditional work environments. This workshop provides specific best practices and tips for how to effectively support remote team members, how to build a sense of camaraderie and maintain high levels of motivation without the luxury of the traditional face to face work environment.

See all Talent Management On-demand webinars

Save Time With Tools + Templates

Project Manager Skills Matrix

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


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


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

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!

Meeting Management: Lessons for the Project Manager

by Robert Barger, MBA, PMP

As a project manager, you need meetings in order to increase collaboration and resolve obstacles, but you may be taking productive time from the team member’s workday. Recognizing this helps you understand that maximizing your time together is essential. Learn how to make your meetings efficient, purposeful and interesting.

PM Candidates, Personality Tests

by Aaron Smith

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.

Adapting to Company Culture: Lessons from Singapore

by Haoze Zhang

While working for tech companies in Singapore, this practitioner gained practical experience dealing with out-of-control projects moving in unexpected directions. Here, he shares some strategies developed in the past few years to help people who are starting a project management career in a similar company culture.

The Boundless (and Borderless) Talent Found in the Global Teleworker

by Mike Donoghue

The use of a remote workforce has accelerated to keep pace with industry demands for talent and productivity. And treating a remote staff as responsible adults also implies an organization’s trust in these individuals to act appropriately.

Raise Your Fist in the Air

by Bart Gerardi

The Agile voting mechanism known as "Fist of Five" is a great way to drive your team towards consensus and commitment. It's a simple, powerful process that can strengthen alignment and increase transparency on your projects. Here’s a look at how — and why — it works.

Who's On My Team?

by Kenneth Darter, PMP

When you're working on a project, you might think everyone is on the same team. They all want the project to succeed, right? But as time goes on, you may be surprised as you discover who is on your team…and who isn't.

Ask a Question

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Recent Questions

Topic Originator Last Post Votes Replies
Certificate vs Certification  George Lewis  Jun 27, 2017 6:05 AM  21 
Have you ever been treated terribly by another project manager?  Alankar Karpe  Jun 27, 2017 5:10 AM  13 
...are PMO Manager's boring?  Chris Field FBCS FRSA  Jun 27, 2017 12:55 AM 
Teamwork   Rami Kaibni  Jun 26, 2017 7:37 PM 
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Casual Job Title for Project Coordinator  Ed Tsyitee Jr  Jun 6, 2017 3:44 PM  10 
Which words sum up a good project manager?  Adilson Pize  May 30, 2017 9:26 PM  25 
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How do you create a general profile to define the kind of professional you want in the company/team  Regiane Folter  May 15, 2017 8:39 AM 
hello there!  Faat Francis  Apr 28, 2017 3:30 PM  18 
Team Management & Leaderhip  Jonathan Donado  Apr 28, 2017 9:29 AM  14 
PRINCE2 2017 Update: Impact?  Stéphane Parent  Apr 27, 2017 9:53 PM  24 
Avoiding confrontations at the workplace  Nasrullah Mohammed  Apr 20, 2017 7:44 AM  15 
Is patience a virtue for project managers?  Nasrullah Mohammed  Apr 18, 2017 6:09 AM 
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