Operations play a critical role in the successful maintenance and sustainability of products or services once they are released into production. Employing a disciplined approach to operations management can lead to increased effectiveness, cutting costs and a competitive advantage.
“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.
We’ve made it to the end of Mastering the Art of Contracts and Negotiations webinar series and what ties this all together is you. Who do you want to be when faced with an ethical dilemma? You really get to choose. You have the tools to empower yourself no matter the pressures on you to do something that’s outside your ethical circle. Your life is made up of your choices. Everything we talked about since the start of the “mastering” series has been about relationships and making them stronger. Ethics is no different.
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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.
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.
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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?
While much has been written about “repair or replace” decisions, not much has been written about the practical considerations necessary to ensure that equipment modernization projects achieve their objectives in a sustained way.
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