There is still a tendency to equate success with "hard work," and "hard work" with long hours. But one of the most important things we have to learn to become effective leaders is when the time has come to do nothing.
Connect In Person
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.
Risk, cybersecurity, artificial intelligence, the Internet of Things—as technology transforms project management, PM professionals are either ahead of the game, or falling behind. Stay current and competitive with the 2017 PMI Information Systems & Technology Symposium. Exclusive to PMI members, this free, virtual event delivers a full day of intelligence on innovation and its impact on your PM career. • Gain insight into the tech-driven trends disrupting our industry, without leaving your desk • Network with the PMI global community while developing the skills organizations are looking for today—and tomorrow • Earn 6 PDUs • Get actionable intelligence you will not find anywhere else, tailored specifically for project and program managers Register today— Here are more details on sessions and speakers.
Is Your Agile Transformation Set up to Fail? Find out at the PMI® Organizational Agility Conference 2016, FREE and Exclusive for PMI Members. We know there are barriers that slow your organization’s ability to be agile: failed agile transformations, complex organizational processes, team dynamics and the uncertain role of the PMO in an agile environment (just to name a few). Attend the PMI Organizational Agility Conference 2016 to get help breaking down these barriers. It’s free for PMI Members.
Most Agile frameworks, like Scrum, Crystal and XP, were conceived by developers for a small team of developers. With the inherent maturity of the agile concept, 'old' practices, such as Lean, were employed to scale Agile beyond a team of 5-9 software developers. SAFe and Disciplined Agile are good examples of augmenting Agile with Lean, at the cost of restricting agility to ensure scalability and financial viability. Some Lean practices, like Kanban, were re-discovered and are considered by some practitioners as the next agile step. Agile beyond software development is not necessarily as easy as you hear in conferences. In the trenches the famous 'mindset change' is both ways: Agile must also learn to accept other ways of doing things and adapt to the needs of non-technical teams.
Agile: the silver bullet in the training class that will deliver "twice the scope in half the time" only by a shift in the "mindset" and throwing out centuries of knowledge. The reality is that transformations as disruptive and complex as Agile adoption are neither new nor that different from other enterprise transformations, some even called such changes “revolutions” - like mechanization, automatization and even the last century introduction of a new tool called "computer" in the workplace. Management science, Psychology, Organizational Change Management and Risk Management are just a few of the sciences that studied and found ways to support cultural changes at the enterprise level. This webinar is a reflection on how Agile can use past knowledge and also contribute to the "mindset change" required to survive in a highly competitive and continuously changing economy.
Advance Your Career
The Virtual working world is here to stay, for a while at least. Are you finding it difficult to get people to engage in the “Virtual Meeting”? Are you aware of the tools available to you (polls, breakout rooms, sharing files in a chat box, etc.)? And do you know how to leverage these tools to then engage people? In this short presentation I will review simple tips and share practical tricks to get everyone participating, feeling comfortable sharing ideas, and how you can collectively generate actions to move forward.
The Technology Fallacy: How People are the Real Key to Digital Transformation, especially during COVID-19
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.
Save Time With Tools + Templates
Prepare to succeed with your virtual team with these specialized tasks for your work plan. They cover each stage of your project from planning to post mortem.
Teams of virtual knowledge workers can spin out of control if not following specific best practices meant for them. This troubleshooter allows for a quick, detailed analysis and determination of actions to resolve or mitigate problems.
Use this template to help manage your virtual team's performance by providing stage-specific guidance in key management areas. This handy virtual team management matrix will help you through all stages of JPACE (Justify, Plan, Activate, Control, End).
Need a quick crash course on some social media basics? What is it? What myths are out there? How can we use it in our projects and organizations? What platforms are there? Use this primer for project managers to help find the answers.
Here are some tips on managing a virtual team or project when your customer is in a different time zone and your project environment is dispersed or distributed.
Learn From Others
Dealing With Conflicts in Projects: Viewpoint of Different Stakeholders During Product Conception Engineeringby
How can one deal with delays on the approval of engineering documents in projects? Stressing the need to balance expectations between suppliers and customers, the author explains the triggers that lead to divergences on deliveries and a method to reduce the occurrence of comments having low relevance in engineering documents.
When a company and its PMO was divided in two, this practitioner learned a lot about teamwork, talent management and leadership as he tried to steer the projects—and the organization—to success.
As more organizations recognize (and research confirms) the high-performance benefits of empowering project teams, how do we balance the general value of standardized agile approaches with the greater need for teams to choose their ways of working?
Communication with a co-located team, or a team that is able to meet in person, is difficult enough. Communicating with a distributed team is even more of a challenge. Here is some advice for making it work for everyone involved.
As leaders in project management, we must take initiative to implement new best practices for our projects. Effective use of conference calls is one of the simplest yet most overlooked ways we can actively lead and improve efficiencies on our projects.
One of the biggest differentiators between a successful project and a failing one is the amount of respect present. This is relevant to anyone associated with the project—in any role, and at any time. Does your project exhibit these four types of respect?
Project management relies heavily on teams, and teams need to communicate and share project information and techniques. With virtual teams and remote sessions increasingly becoming the norm, it is essential for project managers to be adept at leading virtual sessions. These techniques will provide the foundation for a great virtual session.
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.
How does work from home impact our use of agile approaches? If co-location is no longer possible, can we still be agile? Let's address the co-location question and look at agile practices in remote work situations.
Successful product leaders need to delegate most hands-on product work, focusing instead on leader-level activities. That means understanding what each team member can handle, having an upskilling plan, and building trust.
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