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.
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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.
How do you build a team culture across continents, without ever meeting face-to-face? How do you motivate teams across the Boomer, Millennial and Gen X divides? Get answers to these questions and more at the 2016 PMI Talent Management Conference! Now in its third year, this free virtual event is your source for guidance on talent retention and development, plus things you need to be thinking about when planning your own PM career.
Project management makes fast-paced actions to implement projects and programs with high-performing teams that draw strengths from competence, creative innovation, interdependence, and respect. The project management approach success first time and every time with continued improvement requires the teams to have all possible strengths.
Project management is not an exact science as much as we want it to be. People are dynamic. They change hour to hour while projects last months or years. As a leader, project managers have to deal with these dynamic individuals on a daily basis. There is not a science that has come up with an equation to solve the mental mysteries of team members.
Save Time With Tools + Templates
As a coach, you must assess both the business climate and the customer’s culture in order to obtain the right insights and ensure the coaching engagement success is optimal. This document includes two types of assessment questions that allow coaches to gather and collect data from leaders at multiple levels in the organization.
How can a team know if dysfunction affects it? And if it does affect it, how can a team reduce or minimize this dysfunction? One way to assess the level of trust within a team is to use the Trust Window—a simple, visual way for teams to gauge their level of trust along two dimensions: sense of safety and confidence in others. Use this template with the accompanying article.
Which project manager is the best fit for a new initiative? Who has the most appropriate PM and business skills? Use this sheet to map out skills for each of your PMs in different areas relevant to project execution. When new initiatives need a PM, refer to this matrix to identify PMs with the most appropriate skills.
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.
このチェックリストを使用して、チームに参加する新しいPMが成功する可能性を最大限に高めるようにします。 これらのアイテムのいくつかは、新しいPM参加の前に完了しますが、開始日を超えて数ヶ月間継続するものもあります。 チェックリストは、関連するさまざまな役割のさまざまな領域に分かれています。
Learn From Others
What happens when you have an innovative idea, but nobody can see your vision? From doubters and skeptics to champions and supporters, welcome to the evolution of a great idea.
We all want to achieve the most success we can from our efforts in the workplace, but how do you leverage that to enable even greater achievements, regardless of the circumstances?
Every organization has projects to direct necessary change; therefore, every organization can have issues with resistance, distractions and the task minutiae overload that holds back progress. By identifying methods to reduce the impacts of these three areas, we maintain project momentum, reduce delays, mitigate motivation detraction and gain altogether better results.
To make celebrating and rewarding success effective, it has to be woven into the fabric of the culture. Here are some ideas and guidance that you might find useful when designing a “project success” celebration framework for your organization.
Hear how a greenfield opportunity quickly became tricky. Then learn the people-first considerations for more effective change management in government and private organizations.
One of the key attributes a project manager needs is the ability to protect their team from some of the “noise” around projects and allow members to focus on their work. But can that go too far—especially in the modern project delivery environment that requires project teams to understand more about the reasoning behind their project and why it matters?
This is the second in a series of articles tackling advanced project management challenges. Together, we will explore why soft-skills evaluation falls flat in most organizations—and how we can use simple tools to change the haphazard management practices, instead moving toward leadership practices.
As a new mid-level manager, you may find yourself with new leadership conflicts. In this article, the author discusses two people management challenges faced by mid-level managers and suggests techniques to meet those challenges.
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