For most project managers, words like “influencing” and “manipulating” are taboo. This article explores these concepts through the perspective of PMI’s Code of Ethics and Professional Conduct.
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Does your project team gel well? If not, can you really achieve success? Project success is tough to achieve as complex scope needs to be completed within compressed schedules and tight budgets. Another major challenge is the heterogeneous mix of project teams in terms of Age, Geography, Culture, Ethical outlook, etc. Ignoring cultural differences in teams is a recipe for disaster. Effective Project Leadership demands investing time in deeply understanding cultural factors, clear communication and complete transparency.This engaging webinar will help you understand key challenges, and walk you through a proven, practical six-step approach used across four continents to lead project teams to success.
The purpose of this webinar is to provide practical experiences from using the PMI Ethical Decision Making Framework (EDMF). The webinar begins with the background and genesis for the EDMF, and an overview of the tool and the steps required. Next, the webinar summarizes the research design, collection and analysis process. Participants were asked identify an ethical dilemma, preferably in a business environment, and use the steps in the tool to evaluate the alternatives. Analysis includes what the participants did well, and what they struggled with. In final parts of the webinar, there are recommendations for further use of the tool as a structured mechanism to stop and think before acting in a rash fashion.
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What happens when a company is acquired by a larger entity that fails to provide adequate leadership support with the resulting loss of corporate culture? Self-inflicted wounds can be avoided with a working project management framework, proper governance and a customer-centric focus.
Does the employer you work for say anything about you? Should it? How do you separate your job and career from the organization that employs you?
The challenge in any organizational transformation is how to make the culture work for rather than against the desired change. To do that, we need to first understand what an organization is, how it functions and how we can orchestrate relationships between those functions so that culture becomes an enabler of effective change.
Corporate culture is both difficult to define and even more challenging to change. There are theories that organizational culture shouldn’t be a management priority. This practitioner respectfully disagrees.
To stay ahead of emerging competition and expand their customer base, established organizations are embarking upon digital transformation. The challenge lies in changing existing lines of business and aligning organizational culture. This article shares transformation strategies for a process-mature organization.
Culture is the single most essential and fundamental ingredient to making organizational change work. And it is in the implementation of project management that we most often get this fact completely, utterly, desperately wrong.
You might feel that sustainability decisions for your organization are largely out of your hands. Don’t get discouraged—there are practical steps you can take.
変更管理に関する新しい視点は、プロジェクト管理者にとって重要な意味を持っています。 ステークホルダーのニーズを満たし、プロジェクト結果の提供を可能にする最良の方法は、それらを特定し、理解し、調整することです。 ここでは、プロジェクト管理者がプロジェクトをどのように導くかに影響を与える7つの変更管理傾向があります。
What’s your definition of organizational culture? This practitioner has asked himself many times as he probes for a defining answer.
This PM has lost track of how many times he has heard presentations or read articles on "project management culture." Enough, already! That’s not what organizations need!
When we can appeal to people’s desire for meaning, and when we can support them to make valuable contributions to a worthwhile purpose, they will experience motivation beyond the economics that dwindle over time.
이 웨비나는 괴롭힘을당하는 괴롭힘을당하는 조직 및 조직과 대면 할 때 직면하는 도전 과제를 공개적으로 대처하고 대처하는 진정한 솔루션을 제공하는 데 중점을 둡니다.
Corporate culture is critically important; it can be the glue that holds an organization together and is a powerful foundation. But that culture is a byproduct of how the organization behaves—not a driver of it.
It's essential that PMs assess the impact a project’s process and eventual outcome will have on organizational culture and the types of resistance likely to be encountered. This is no easy task, as most organizational cultures are not overtly defined.
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