Integrating and adapting into one company culture can seem immense. The changes are sure to be constant, but with these changes comes new opportunities allowing us to add value to our new organization. These three tips can help.
The Project Economy outlined in 2019 was driven from the convergence of tech, energy and infrastructure. COVID-19 forced a digital upskilling and appreciation for alternative energy that has accelerated the transition.
For employees to feel safe returning to the workplace and adhere to the protections once they get there, they must fully buy-in. They must have confidence in the overall plan while adopting and utilizing changes to the new workplace. To earn their buy-in, we must engage employees throughout the planning and implementation in purposeful and practical ways.
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The 3rd annual PMI Talent & Technology Virtual Symposium will equip participants with the skills to address current challenges and the roadmap to guide them through the constant change of the future. Our lineup of speakers will examine the ways in which project professionals have responded to crisis and share lessons to evolve beyond it.
We start the new decade with a bang as we present the 13th edition of our annual virtual conference and exhibition! Whether you’re a seasoned PM or new to the field, PMXPO provides an excellent opportunity to learn, network, earn PDUs and broaden your perspective on project management. This year’s show is headlined by keynote speaker Cara Brookins, a bestselling author who rebuilt her broken family by building her own house watching “how-to” videos on YouTube.
Digital technologies are disrupting organizations of every size and shape, leaving managers scrambling to find a technology fix that will help their organizations compete. This presentation offers managers and business leaders a guide for navigating digital disruptions—but it is not a presentation about technology. It is about the organizational changes required to harness the power of technology, many of which have become essential as companies seek to adapt to the global disruption caused by COVID-19.
In today's world the role of "Learning" in education has acquired great value and has become preferred mode as compared to "Teaching”. This emphasis on learning and its growth has been due to the preponderance of digital information and easy access to it. Technology has been enabler in this respect. However, the change in organizations to adapt to the new situation has not been as quick because of traditional work styles or culture .One can argue, that on this front the slower rate of change is understandable because soft skills take longer time to acquire and adapt. But with it comes the problem of meeting the challenges of changes in technology and information overload which happen here and now and in a VUCA* environment. The current pandemic situation has only exacerbated the situation by advancing a work culture and lifestyle which was possibly expected only in the future. In context of the above situation, the concept of the "Learning Organization" as enunciated in the 1990s by Peter Senge and others has some relevance. We can investigate it in relation to projects and project management by asking two questions. 1. How can we effectively manage projects in a Learning Organization? 2. What benefits can Project Managers obtain by using the concepts of Learning Organizations in their projects?
This is the first webinar of a series of four. In this session, the presenters will start analysing what triggers Millenials to join a Company (and to remain!), moving to the Company's values and concluding with organisational change. Change is necessary, but it should not be a stressful event for those involved.
Workplace bullying is a fascinating and complex subject – whether it is happening to your personally in your relationships with others or showing up in your projects.
Developing an authentic personality, through tapping into positive values or ethics, enables us to be true to ourselves and sincere in our interactions with others. Authenticity helps to gradually build trust and collaboration with our stakeholders and provide a sustainable contribution to organizations.
In The Project Economy, organizations recognize they need teams with a full breadth of perspectives and skills. And that requires true diversity. Read more in this PMI Pulse of the Profession® In-Depth Report.
Nonstop e-mails, endless meetings, and 24-7 connectedness are crippling our ability to think, focus, solve problems and do the deep work that organizations need to stay competitive. Here are eight recommendations to help you and your teams regain focus.
Our fluency in conveying our messages affects the fluidity of the messages’ transmissions, and thus the effectiveness of their intentions. Learning the relationships between factors, approaches, impacts, and the effects of communication can help to improve our communication and correspondence skills in listening, writing, and conversation.
As leaders and accessibility champions, project managers can play a key role in helping with accessibility by removing barriers faced by persons with disabilities as we design products, devices, services and environments.
To make a difference, it often feels like a person or corporation has to give large amounts of money and overextend their generosity. But the digital world has found ways in which we can all make incremental contributions that do not feel as fiscally painful and can be more widely practiced.
Philanthropy and corporate social responsibility are very different, but they need to work together to be as effective as possible. There are any number of alignments between CSR initiatives and philanthropy in every corner of the globe—and in every aspect of society.
For project management to truly be a gift, we need to rethink how we speak about it, how we present it and how we practice it. We need to present to the world something that they want, that they will appreciate and that they will value.
Taking actions that create discomfort in ourselves and others is difficult. Yet that is an inescapable part of a leader’s job. From asking questions to owning the message, here are some tips for handling the “unsettling” that change brings, and why it’s worth it in the end.
The article talks about the myth that you must have strong pre-existing relationships to drive the key changes necessary to transform an organization. What truly helps attain success is having crucial conversations with one and all—one at a time.
Psychological safety—the belief that one can communicate ideas, questions, concerns or mistakes without negative consequences—is one of the most important factors in team productivity and morale. Here are 16 ways to foster a project environment where people feel free to share their ideas, perspectives and feedback.
Legislation across the globe is mandating that public and private sector businesses include accessibility requirements in their environments, including digital channels and platforms. How do your efforts measure up?
You might wish to avoid corporate politics, but it’s just not possible. You need to be able to navigate and leverage the political terrain that surrounds your projects. Creating an influence diagram as part of an approach called “project plumbing” can help.
Core values can’t be seen on the balance sheet, but they can be one of the most valuable assets in an organization. They can guide strategic decisions, align processes, and positively influence behaviors. At Netflix, it’s called a “culture code.”
Don’t let an unproductive organizational culture keep you from ensuring your project is successful. Using tactics that leverage your workforce and stakeholders in a special way, you can maintain progress despite obstructions.
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