The latest PMI-commissioned talent gap analysis by Anderson Economic Group (AEG) points to outstanding opportunities in jobs and career growth for project managers within the 11 countries studied.
Connect In Person
The PMI Talent & Technology Symposium is back for the second year! This virtual event will explore the impact of rapidly changing technologies on the project management profession across industries. Participants will gain an understanding of how to better position themselves for growth and to identify talent for their project teams. Register today!
The PMI Talent & Technology Symposium 2018 is the fusion of two prior events, the Internet Systems & Technologies Symposium, and the Talent Management Conference. The new event focuses on the impact of rapidly changing technologies on the project management discipline and careers. Participants will better understand how emerging technologies affect their career and skills progression, as well as the evolving needs of hiring managers as they seek out top project management talent.
Stay ahead of career requirements and organizational demands at the PMI Talent Management Conference 2017, the only talent management event designed exclusively for PM professionals.
“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.
The world is becoming a difficult place to work as a Project Manager. We're working globally, across time zones and cultures, with new technology, and industries and projects are losing money at a staggering rate. We need to adapt.
The concept of the Agile Project Manager is almost universally accepted, at least in IT projects; although there is no Agile Project Management Methodology. Traditional approaches like PMBoK and PRINCE2 had always the capability to use techniques that are part of the Agile delivery: incremental and iterative development, early delivery of increments of the project, multi-functional teams, inspect and adapt, etc.
Save Time With Tools + Templates
The template is a detailed IT Resource Master Plan that includes the labor resources required to produce the project deliverable. The Resource Master Plan can be a living document that is actively maintained and managed throughout the life of an IT project. This also contains the Resource Ramp-up Chart to help plan project teamwork effort burn rates (and analyze their burn-rate forecast).
This sheet is intended to give project managers as well as functional managers a snapshot of over/under allocated resources in their team. This will help with better resource management as work can be moved between resources or additional resources can be requested.
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.
이 체크리스트를 사용하여 팀에 합류하는 새로운 PM이 성공 가능성이 가장 높은 팀으로 설정되도록하십시오. 이러한 항목 중 일부는 새로운 PM 가입 전에 완료되며, 일부는 시작일 이후 몇 개월 동안 계속됩니다. 체크리스트는 관련된 여러 역할에 대한 여러 영역으로 나뉩니다.
Learn From Others
Project leaders should seek feedback from their teams, and soon they'll be seeking it from you. When it's done with positive intentions, the full potential of teams can be unleashed, and projects prosper.
Larger projects bring more human complexities, taking people management to a new scale. The use of the no-collar workforce for routine project management jobs actually frees up the time—and can increase the involvement—for project managers and PMO team members to focus on team management.
How to be a Chameleon in Your Project: Changing Your Management Style to Lead a Successful Project Q&Aby
The webinar How to be a Chameleon in Your Project: Changing Your Management Style to Lead a Successful Project received so much feedback, we didn’t have time to cover everything! The discussion continued afterward, and here Emily covers some additional questions and answers that came out of her presentation.
There is no single way to manage all projects. We need to adapt, observe, experiment with new techniques, and above all be patient and excel in communication skills in order to get things done. Here are 12 tips to help you improve your craft.
In the context of project management, how can emotional intelligence be structured based on our fundamental pillars? And how can we integrate the concepts in the existing framework that we have?
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.
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.
Executives, entrepreneurs and managers often take their turn at being emotionally aggressive in order to align others with their vision. Is this appropriate?
Transformation appears to be a top-agenda item for the C-level. Project managers may find it tempting to opt in to a project management role in the transformation, but before saying “yes,” they should understand how the transformation team is structured, how talents are acquired, what skill sets are needed, and what key considerations to look for.
Business continuity planning has always been a slightly niche discipline for project managers, but things are changing—and we need to be ready.
Ask a Question