Strategy

Is Long-Term Strategy Dead?

by Andy Jordan

For organizations operating in disruptive environments with rapid, unpredictable change, long-term strategic planning must evolve. A clearly articulated, forward-looking destination is as important as ever, but the route to get there must remain flexible on the specifics of how it will be achieved.

Strategy

Determining IT Project Health

by Harold Hunt

Trustworthy assessments of project health are necessary. This article advocates an approach using proactive, objective and metrics-based project health indicators and communication of assessment outcomes by simple executive-level and project management-level dashboards.

Organizational PM

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Voices on Project Management

Most Recent









2017 Technology Update: 7 Hot Categories

by Michael Wood

We’re already halfway through the year, and it’s time for the annual technology update! So get your geek on and let’s have a look at the hot information technologies for 2017...


The BICEPS Strategy: How to Keep Your Business Sustainable

by Majeed Hosseiney

Far too often, companies are ignoring the basic business rules by moving from one extreme to another with regard to tools, methods and processes instead of managing the change as an evolution. And regardless of the evolution in technology, the social economy and market changes, there is one simple formula that remains constant, one that will maintain the main muscle of your business.


Constructing Scope Definition

by Manavasi Ramesh

One of the major reasons for project failure is the occurrence of unforeseen events that disrupt the smooth running of the project and cause irrecoverable deviation from the plan. How can we help minimize the risk when it comes to scope definition in construction projects?


Integrating Offshore Centers and the Head Office

by Vimal Kumar Khanna

It’s important to increase the role and responsibilities of head office managers for projects that are offshored. This article is excerpted from the author’s book Leading and Motivating Global Teams: Integrating Offshore Centers and the Head Office.


Just an Upgrade? Every Project Has a Benefit

by Heidi Cook

All projects have benefits, even those that are “just an upgrade.” But creating energy and receiving buy-in from the project team is oftentimes much more difficult on smaller initiatives. Here we learn some actionable items that can be used to keep team members engaged and focused on the reasons behind the technical work.


Normalization of Deviance: How Otherwise Qualified Individuals Miss Warning Signs

by Greg Lewis

There is always pressure to remain on schedule and under budget. But ignoring risks to achieve a deliverable can have catastrophic consequences. The author looks at some infamous worst-case examples of operations that ignored those risks, but the road map used to create them is just as applicable to less-critical scenarios related to managing risk within any environment. What can we learn from this?


Topic Teasers Vol. 99: The Emotional Payroll

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: I’m an agile lead working with a traditional project manager on a hybrid project for an outside customer. Each time we all three meet, the PM brings out so many risk charts—and explains the potential pitfalls and recent statistics in such a negative way and with such an emotional tone and facial grimacing—that the customer is almost panicky when he leaves. Agile is all about embracing the potential for risk, but how can I speak to someone on my peer level about changing his behavior and message so that the customer feels appropriately informed while still confident in the team and our progress when he leaves?


Broader or Deeper: How Should Your Development Grow?

by Andy Jordan

With the increasing business focus of project management, many PMs are wondering how they should focus their personal development. Should they go broad, or should they go deep?


Do You Focus Right for Project Monitoring and Control?

Project implementation is required to reach the desired outcomes in business. You develop a WBS, apply project management systems, particularly EVM and then settle down with project monitoring and control processes to reach the end result - but is that enough?



No Requirements, No Problem!

by Kevin Richardson
June 29, 2017 | 61:32 | Views: 1,215 | PDUs: 1.00 | Rating: 5.32 / 7

Kevin Richardson will walk through some common examples of two types of projects and how to wrestle them to the ground.


Project HEADWAY: Breaking Out Of The Lessons Learned Trap

by Mark Mullaly, Ph.D., PMP
June 22, 2017 | 63:14 | Views: 2,892 | PDUs: 1.00 | Rating: 5.77 / 7

We all know we are supposed to do a “lessons learned” exercise as part of our projects. Some of us even take the time to go through the motions. The challenge is that lessons learned rarely get paid attention to, and organizational practices rarely change as a result. If we really want to learn from our projects, we need to change how we think about lessons learned.


Change Management Tips for Project Managers

by Luis Alberto Caceres Villota
June 20, 2017 | 44:04 | Views: 3,467 | PDUs: 1.00 | Rating: 5.23 / 7

If the project manager wants to implement lasting changes, this webinar will help to understand these processes and offer a glance over formal tools and methodologies to manage all the complexity involved.


Change Made Easy

by Amy McKee
June 07, 2017 | 62:37 | Views: 3,687 | PDUs: 1.00 | Rating: 5.50 / 7

If only CHANGE were easy. We lead projects and initiatives every day and the odds that they will be successful are not in our favor. It is like herding cats. Evidence shows that incorporating Emotional Intelligence makes it easier to lead people down a different path than they are currently on.


The Future of Project Management: Agile PM is the Forefront of a Larger Change

by Jean Richardson
June 07, 2017 | 60:51 | Views: 4,885 | PDUs: 1.00 | Rating: 5.34 / 7

A sea change in project management practice and principles is already well underway. The roots go back as far as knowledge created and discovered in the early 20th century, but received a tremendous shot in the arm when the Agile Manifesto and Principles leapt into the world from its crèche in Snowbird, Utah.


The Questions You Should be Asking Your Project Team

by Emily Luijbregts
June 06, 2017 | 60:53 | Views: 3,385 | PDUs: 1.00 | Rating: 5.81 / 7

Project Managers normally use the same questions to understand the current status of their project and tasks assigned. We get so used to asking the same questions that it becomes a habit: What's the status on this? How are we getting on? Perhaps it's time to look at some other questions to assess the health of your project. Are you team members happy? Are they able to do their work without being impeded by others? What are they most looking forward to in delivering this project? During this webinar we'll explore the questions that you should be asking as a Project Manager to determine the real status of the project.


Key Performance Indicator Template

PREMIUM deliverable
by Harold Hunt

While numerous key performance indicators (KPIs) typically influence IT projects generally, the benefit of tracking all of them may be outweighed by the cost to do so. Therefore, each project must carefully select and manage those KPIs most relevant to its specific situation. This sample template can be used to define KPIs; also included is a table with examples of possible KPIs for each of the previously defined project-critical success factors (PCSFs) and a metric (measure and dimension) for each KPI. Use in conjunction with the article Determining IT Project Health.


Stakeholder Management Workbook

deliverable
by Stefan de Vries

This document allows you to manage the stakeholders related to your project. Stakeholders are all persons or entities that are affected by the project in some way—either positively or negatively, either to a high extent or to a low extent. It is important to identify all stakeholders, and classify them according to their interest and power that they can have in the project. This classification allows you to decide how to engage each one of them, thereby increasing the probability of project success.


Monthly Status Report Template

deliverable
by Danilo Uvalin

This report helps you provide a concise and precise update on the current status of a clinical study and the achieved progress during the reporting period. It is usually distributed to a sponsor of the project, as well as the management of the company where the PM works. The main benefit of this report is that it addresses the major project constraints and provides only the relevant information needed to successfully manage the project and communicate with a diverse international team, typical for a matrix-based pharmaceutical company.


Occupational Health and Safety (OHS): An Introduction

presentation
by Khaled Istanbouli

Occupational health and safety (OHS)—also commonly referred to as occupational safety and health (OSH), occupational health or workplace health and safety (WHS)—is a multidisciplinary field concerned with the safety, health and welfare of people at work. This presentation provides a primer on important introductory points.


Methodology Implementation Project Charter (Japanese Translation)

PREMIUM deliverable

これは、方法論を実施するためのプロジェクトチャーターの上位レベルの例ですが、構造とアプローチは多くのプロジェクトで有効です。 この例は、リスクと仮定、予算策定、役割の説明、紛争解決に重点を置いています。


Are You an Effective Project Manager? (Japanese Translation)

PREMIUM checklist

プロジェクトをどの程度効果的に管理していますか? あなたの得点にかかわらず、この50ポイントの自己評価は、あなたが持っているスキルに集中して改善するための非常に実践的な分野を特定するのに役立ちます。


Checklist for Maintaining Leadership in Meetings (Japanese Translation)

PREMIUM checklist
by Joe Wynne

優れた指導者は、成功した会議を行う際にリーダーシップの信頼性を高めます。 この包括的な会議チェックリストは、リーダーが成功のために準備するのに役立つように設計されています。


New PM Onboarding Checklist (Japanese Translation)

PREMIUM checklist
by Andy Jordan

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。


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"Put all your eggs in the one basket and - WATCH THAT BASKET."

- Mark Twain