Humor is common in many projects and can improve project outcomes. What does humor look like in your projects? Has it helped or hindered? Learn more about the styles of humor, how it can benefit projects, and caveats to keep in mind.
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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.
Overwhelmed by how technology is transforming project management? Looking to increase your productivity and learn new tech tools but don't know where to begin? No matter what your focus—medical, manufacturing, product design or otherwise—this virtual day of learning will deliver years of enduring value, with exclusive insights on how project managers are using new technologies.
The daily standup is a key Agile practice. Since the latest Scrum Guide release, it has changed and become less rigid than before, no longer relying on the key three questions. In addition, for teams running Kanban, the daily standup can take on a different form.
Managers construct narratives of innovation and ascribe themselves with informal roles such as leaders and champions of innovation (Sergeeva, 2016; Sergeeva and Green, 2019; Sergeeva and Liu, 2019). They are expected to create and communicate innovation narratives for both internal employees and stakeholders. The presentation discusses the crucial role of innovation leaders in stimulating and promoting innovations in projects and organizations. The processes of narrating and leading are connected and are important processes in project organizing. These processes are increasingly recognized as essential for successful delivery of projects/megaprojects that impact policy-making, strategizing, the economy and society as a whole. In this webinar, you will learn about Innovation narratives and leadership, and processes of leading and narrating. Key definitions and examples will be discussed. The presentation is based on longitudinal research studies in innovation and project management research.
Advance Your Career
Oftentimes, when employees hear the term "diversity, equity and inclusion," they immediately think it is solely the responsibility of human resources. It's not. As project managers and members of PMI, we strive to be good shepherds of the resources in our care - including the diverse group of people on our teams. To do this, and to realize the greatest benefit for our projects, we need to ensure our teammates feel safe to bring their unique experiences and best self to their work. By incorporating human-centered design /design thinking methodologies into your leadership toolkit, you will be able to lower some structural barriers to success. Through a mix of storytelling, statistics, and practical activities, this webinar will guide you to becoming a more aware team leader so you can move beyond having a diverse team and into having a high - functioning, engaged and inclusive one.
Leadership in projects is dynamic and alternates between actors. This presentation on the award-winning study of leadership reality in projects and its resulting theory of balanced and horizontal leadership outlines project-specific approaches to leadership. These include temporary appointments of horizontal leaders, as well as the dynamic assignment (i.e., the balancing) of leadership authority to the best possible leader in different situations. To that end, it outlines a framework including recently identified types of leadership and their situational contingencies. This includes the five events that make up horizontal leadership in projects. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Moreover, the presentation addresses the coordination of these events through the socio-cognitive space, and the dynamic assignment of leadership authority to the best possible leader at a time, which is known as balanced leadership.
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
Project leaders know that identifying and managing the relationship with key stakeholders is critical to project success, but sometimes equally important indirect stakeholders get missed. Who are they?
It is generally more accurate to use capacity rather than velocity to carry out sprint planning. Here’s why, along with five steps to make the most of this approach—including determining the team’s capacity, selecting and estimating, and adding work safely.
It’s a fact: projects hit roadblocks. Here are some strategic principles and practical steps that can help you build trust and get back on track, from negotiating a new timeline or scope with stakeholders to working with the team to find accelerators and simplifiers.
When the pandemic ends, we won’t be going back to the way things were—not completely. We’ve developed new ways of working, and while there is no substitute for in-person collaboration, there are work and team processes that won’t be revived in many organizations because they’ve been improved upon.
With a hospital expansion project placed on hold due to the pandemic, the design team got it restarted by pivoting to a virtual design environment, implementing a virtual “big room” or collocation space, utilizing digital tools to streamline project workflow, and incorporating live and virtual models for real-time collaboration and decision-making.
As distributed and remote work environments become the norm for many organizations, strengthening workforce engagement is more important than ever. Here is a strategic approach to address issues of separation, context, consistency, support and feedback.
Most successful project leaders take an authentic interest in their team members as people. They get to know them, what they value, and what motivates them. Open communication, empathy and mindfulness are fundamental.
Historically, project managers have generally taken one of two approaches to dealing with biases in team culture: They’ve either ignored them or they’ve tried to address them head on in an attempt to “overpower” them. Neither of these approaches works.
As we move away from our focus on knowledge areas, what metrics is your organization using to monitor some of the new performance domains in the latest edition of the PMBOK® Guide? Here are some ways we can measure success.
Building relationships with the people we work with is critical for business success. Project managers have become accustomed to the “new normal” of working from home or other remote arrangements, so use these five steps to help strengthen relationships and improve project performance.
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