When you are a new practitioner—especially if you are a new graduate—you may fall into the credential trap. It’s the belief that earning one more degree, credential or certification will skyrocket your career. There are a few other significant ways that new practitioners can initially keep growing.
Are you ready to shine? Do you want to know more about PMI Professional Awards? Is there a person, project, or PMO that has outstanding performance to be recognized globally? If you answered yes to any of these, please join us to learn how to determine which award nomination might be most appropriate. We will share best practices, sage advice, and new updates on submitting a nomination. In 2019, ALL nominations will be completed online, so save time by joining this informative webinar.
Voices on Project Management
by Dave Wakeman I recently came across some of management guru Peter Drucker’s thoughts on project management. As often happens with Drucker’s writing, the lessons he wrote abo ...
I am looking for articles or information on change management for non-IT projects. I work in environmental reporting and would like to research more about CM in this sector or any infrastructure-relat ...
Hi everyone. Somebody have experience with small company in construction industry? I need help to start a process in project management in a small company in construction. Thank you ...
You may have heard, like I have, that openness can build trust. But what kind of openness exactly? Certainly, you can share "too much information" about yourself. You can share the wrong thi ...
This is perhaps a twist on an older topic, but I was recently asked about online PMP training (as opposed to "intensive" classroom type courses) and didn't have an answer, but knew I had a community t ...
I am a 20 plus yr industrial construction guy . Principal , Director , PM ,Site Manager ect ect . I have always wanted to study and take the PMP . It seems every where I turn someone is tryin to sell ...
What is the IT job function that provides Quality Assurance for both PMO and Tenders processes (Audits both PMO and Tenders team to ensure that they are complying their processes)from Project Management Central posted by on
Please i need to ask about the IT job function that provides Quality Assurance for both PMO and Tenders processes by Auditing the PMO and Tenders team to ensure that they are complying their processes ...
DEFINITIONS & PERCEPTIONS OF RISK In 2001, The Risk Doctor Partnership conducted a survey on risk definitions, exploring how widely people accepted the idea that risk includes opportunity ...
When a team leader who is a planner at heart is forced to work without an official project management plan, there are still ways to covertly organize the workflow that can closely mimic effective PM principles.
Using a mind mapping tool for group problem solving can be an excellent way to resolve complex issues. A good group mind mapping experience has the added benefit of improving group dynamics and eliciting better participation.
In a perfect word, PMOs will have a clear mandate, a set of goals and objectives—and a plan to achieve those goals. But PMOs rarely exist in a perfect world, so how do they still deliver value?
New project managers are exposed to conflicting guidance. Recommendations often appear to be at odds, so what is the new PM to do? Let’s examine the basics so we can make an informed decision...
There is a tremendous amount of work that goes into defining and completing an end-of-life cycle for every software product. It also requires a skilled program/project manager. Here are some recommendations to help facilitate this process.
As project managers, we learn many tools and techniques that help us successfully complete many of our projects. But how many times have we used those techniques in our personal lives to overcome challenges and better ourselves?
Software upgrades are a necessary part of the information systems life cycle and there are various requirements that drive the need for upgrades. Upgrading systems is not an easy process, but utilizing best practices and applying PMI’s project management principles can play a big part in ensuring a positive outcome.
PMOs are business functions and need to be managed as such. That means delivering on an annual business plan, but how do you go about building and implementing that?
This presentation discusses each of the PMI Professional Awards offered in 2018. We encourage you to learn more about the PMI Professional Awards, the overall PMI Professional Awards Program, and to submit nominations for these professional awards! You can work within your PMI chapter and region to support PMI awards and reach out to award winners and finalists as an important resource for chapter/region learning.
Project managers face two competing imperatives, 1) to be as fast and efficient as possible, and 2) to improve what you do and how you do it. The first one is about being on budget, on time and on target. The second one is about doing that better than you did it last time, perhaps radically better. In other words innovating the products you develop and the processes you use to do that. In this webinar you will learn a simple intuitive framework—a mindset—for thinking about your work, that enables that innovation. A switch that will make you and your team more adaptive, resilient and resourceful, as you enhance rather than compromise your efficiency.
Assurance reviews are essential to the overall good governance of major public projects and programs; in this webinar, we explore some of the challenges around framing and implementing assurance review recommendations during the life-cycle. PMI have funded a research study led by The University of Hull, which seeks to uncover how the treatment of assurance review data influences recommendations and the subsequent actions (or inactions) that arise, using a definitive set of data. During the webinar, we will discuss some of the implications arising from the findings of this study, explore suggestions for improving current assurance processes in practice and identify recommendations for future research.
One of the most difficult, yet important, questions regarding projects is "What advantages will this project create for the investors and key stakeholders?" Projects and programs should be treated as investments. This means that the focus of projects shifts from delivering within the triple constraints (time–cost–quality) towards some of the more fundamental questions: What is the purpose of this investment? What are the specific advantages expected? Are these benefits worth the investment?
Have you or your Agile teams had trouble refining requirements on an Agile project? Are your teams struggling with user stories and tasks that are too large for them to handle well? If so, you and your teams need more guidance to implement backlog / user story grooming. Backlog grooming is a step-by-step process of taking high-level (“coarse-grained”) requirements and refining them to lower-level user stories and tasks (“fine-level”) that are ready to put into a sprint. In RefineM’s Backlog/Story Grooming presentation, attendees will learn how to work the process to achieve fine-grained requirements that are ready just in time. The key to success is leveraging tools and techniques as well as the expertise of your team to refine requirements iteratively.
Innovators have long recognized that constraints very often stimulate or guide the process of creativity and innovation. When ‘the box is the limit’, creativity often comes to the surface organically as the most ultimate and natural solution. This webinar is aimed at every professional who’s convinced that creativity plays a crucial role in the daily work environment, but is also aware of the boundaries that take away the illusion of ‘the sky is the limit’.
How much time do we waste thinking about, avoiding or worrying about conflict and what does that do to your work environment? Conflict does not generally go away unless you actively manage it. In the webinar, we will explore how to have productive conversations and provide you with a framework where you can be successful in winning a resolution.
Según el informe WEF Global Risks Report 2018, cerca de 6 de cada 10 principales ejecutivos en sus sectores empresariales experimentó un incremento en riesgos inherentes a sus negocios. Un 24% de sus pérdidas financieras fueron generadas por riesgos ambientales, cibernéticos, económicos y geopolíticos, con proyección a incrementarse en el próximo 2020. Es así cómo se evidencia a nivel mundial una tensión creciente hacia una gestión efectiva de las organizaciones. Y la dirección de los proyectos no es la excepción, acorde al reporte PMI Pulse of the Profession 2018. De las principales causas que condujeron a iniciativas ser declaradas como fracasos, la falta de definición de riesgos y oportunidades es una de ellas. Adicionalmente, solo cercano a 3 de cada 10 compañías aplican siempre prácticas en gestión de riesgos sobre sus proyectos. Esto conlleva a observar cómo instituciones de todo el mundo derrochan $1 millón cada 20 segundos. La praxis lleva a las organizaciones ejecutoras de proyectos a establecer un marco de gestión de riesgos que sea simple y resiliente frente a amenazas y oportunidades. En la actualidad, existe una gran diversidad de estándares, metodologías, herramientas y técnicas para este propósito. No obstante, gran parte de ellas han resultado ser complejas y subjetivas de aplicar para los gerentes de proyectos y de riesgos, lo que ha incrementado la incertidumbre en sus proyectos. Por lo tanto, es clave compartir con los gestores de proyectos y de riesgos un set de 9 gráficas básicas para el análisis integral de amenazas y oportunidades en esfuerzos temporales. Cada una de ellas proporciona una visión sistémica y pragmática de la toma de decisiones bajo riesgo e incertidumbre en los proyectos, migrando de esta forma del clásico paradigma determinístico hacia uno estocástico, inherente al entorno VUCA de los negocios del siglo XXI.