Ethics violations and dishonesty have led to the downfall of a number of mighty companies and their high-profile leaders. What are the nuances of the highest ethical standards?
It’s a question that is frequently debated: Are hard skills more important than soft skills? With experience, I can vouch that soft skills definitely have an edge when it comes to delivering successful projects. Having said that, having just soft skills is not going to help. You must also have a basic understanding of how projects are delivered. The term “emotional intelligence” (abbreviated EQ or EI) has been thrown around a lot lately, but it has become more than a buzz world. It begs the question: In this world where artificial intelligence is influencing most of our day-to-day decisions, does EQ need to have its own spot in the workplace? In the context of project management, how could it be structured based on our fundamental pillars? And how can we integrate the concepts in the existing framework that we have?
“May you live in interesting times!” This is an ancient and famous Chinese curse. Today, we do live in interesting times: Our environment is characterized to be Volatile, Uncertain, Complex, and Ambiguous (VUCA). Change is constant and happens at a frenetic pace. Change poses severe challenges to project managers. It makes team members uncomfortable and may also cause unethical behavior or unprofessional conduct. Mismanaging change can severely impact project success. This very interactive webinar will cover a typical project change scenario and provide you with practical tips and techniques to deliver strong, proactive, leadership and confidently ride the waves of change.
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Have you ever been faced with a complex, multi-dimensional project and pressure from multiple stakeholders? Is this the normal course of business in your organization? If so, this webinar is for you.
An Understanding of How to Maximize Organizational Culture with Project Management AURA – Model for High Performance
In this webinar, you will learn how to maximize supportive culture with Project Management-AURA Model to create a strong competitive edge in the market. Here the word "AURA” is used symbolically to refer to enlightened individuals who exude a certain energy that attracts or enlightens others. This displayed power may come from knowledge, experience, or leadership and is described as individual aura.
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To be successful, an individual or organization must open their minds about what may be possible in the near term—but perhaps has absolutely no tie to the past whatsoever. This is especially the case when it comes to the seemingly unlimited possibilities of new technologies that are beginning to emerge.
Given the strength and wide adoption of the COBIT framework, can it be adapted and modified to address sustainability issues in IT-based projects?
Sustainability is important for the planet. If it isn’t as important for our employer, do we have to do something about that? Should we try to become a conscience for our employer, at least as far as the project we are managing is concerned?
프로젝트 재해가 발생할 때, 우리는 아마 그것을 위해 지나치게 준비되지 않았습니다. 그리고 그 질문은 그때 그것에 대해 무엇을 해야하는지가됩니다. 다음은 재난 발생시 취해야 할 조치에 대한 전문가의 최선의 지침과 임박한 도전에 적절하게 대처하는 방법입니다.
When project disaster strikes, we probably aren't overly prepared for it. And the question then becomes what to do about it. What follows is one expert's best guidance about what to do when disaster strikes—and how to appropriately manage in the face of impending challenge.
Markets, technologies and society have changed—as has the work and economic environments that we all operate in. Are program and project management sustainable given the current and projected changes that are likely to occur in the not-so-distant future?
This article takes a look at the sustainable pace concept from agile approaches. Given the time-to-market emphasis and use of terms like “sprints,” the idea of a sustainable pace seems odd to some people. However, it's really about taking a smart, long-term view to optimize overall value delivered.
Resources must be available for projects to be completed. You routinely manage for vacations, holidays, sickness, family needs and so on, but what about severe weather events?
As a project manager, you are focused on sustaining key variables such as your project, your client’s business, your profession and your career. In this article, we look at several of these variables and suggest that there are different approaches to evaluating how you are doing.
Organizations are run by people, and those people have limits. When an organization pushes employees to exceed those limits, bad things happen. Problems sustaining project team performance and problems sustaining operational performance need to be addressed, and the PM has a role to play in both elements.
As a project manager, you’re used to focusing on the project itself. That makes sense when it comes to hitting deadlines and making your budget. There’s a gap though. You might be hurting the organization’s financial sustainability.
Most projects don't end with their launch date—they have an active lifespan and eventual decommissioning. Do you know what the true end-to-end cost of your project is?
Many things make it difficult to sustain a positive project environment. The solution is to ensure that our attention to task definition, task assignment and task monitoring is acute.
Projects may end when the deliverables are handed over and the closeout activities are completed, but the impact of those projects is felt for a lot longer. Do you consider this element of sustainability as a project manager?
Shouldn’t the real focus of an enterprise be to deliver sustainable value to its stakeholders? How does a strategy that incorporates sustainability’s "triple bottom line" manifest itself in the way an enterprise delivers value to all of its stakeholders?
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