Project Management

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How can I manage risk and change as a new practitioner?

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Riam Chazbek President of PMI Lebanon Chapter - PMO Consultant| Ernst and Young Beirut, Lebanon

Jim Boland IBM PM Centre of Excellence Leader| IBM Dublin - Mulhuddart 15, Ireland

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Heba Al Shehhi Director of Project Management Office PMO| Dubai Municipality Dubai , United Arab Emirates

Mark Mullaly President| Interthink Consulting Incorporated Toronto, Ontario, Canada

Karina Singh Director - Function, Insight and Professions| Infrastructure Project Authority (Cabinet Office) London / Birmingham, United Kingdom

Deeksha Singh PM I| Discovery Johannesburg, Gauteng, South Africa

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What Every Project Needs

by Mark Waldof

January 20, 2012 | 71:47 | Views: 1,816 | PDUs: 1.00 | Rating: 4.19 / 5

Projects need a wide spectrum of conditions to be successful. Most project managers are aware of a number of basic things a project must have but are often not fully knowledgeable of everything needed to support a project functioning effectively. This seminar addresses the full gamut of project prerequisites necessary to support project success and provides examples of these conditions for different project types. The risks to projects when any of these prerequisites are not in place is discussed and guidance on how to ensure your projects have what is needed for success is a key part of the seminar. A checklist to assess the status of necessary project inputs and conditions during different project phases is included.

Project Management Training: Can’t afford 5-days out of the office?

from Parallel Project Training posted by Paul Naybour on February 19, 2010

During the past decade project management has undergone a transformation with through greater codification and formal certification. This certification and been based on the Association for Project Ma ...

PodCast: Business Analysis for Practitioners (Part 1)

podCast

by Laura Paton

In this three-part podcast, Laura Paton, MBA, PMI-PBA, PMP, CBAP, CSM, the lead author of PMI’s Business Analysis for Practitioners: A Practice Guide, discusses elicitation and analysis techniques for business analysts, as well as the new practice guide and who will benefit from it.

What's the Story Behind Your PMP Certification?

from Voices on Project Management posted by Conrado Morlan on January 15, 2013

Long-time Voices on Project Management blogger Conrado Morlan, PMP, PgMP shares how attaining a PMP certification helped his career.Project management practitioners like me, with more than 2 ...

PodCast: Business Analysis for Practitioners (Part 2)

podCast

by Laura Paton

PodCast: Business Analysis for Practitioners (Part 3)

podCast

by Laura Paton

Are You Stuck?

from Project Management 2.0 posted by Dave Garrett on May 08, 2010

Situation: Your project is a huge change for your organization and you've reached a point where you're faced with a serious challenge. Projects are just like life. There are easy p ...

The Eight Stages of Building Commitment

from Change Thinking posted by Daryl Conner on February 22, 2011

In the early ’80s, while involved in research to identify patterns of change-related success and failure, I learned that the winners and losers in this arena demonstrated very different levels o ...

The Practitioner’s Journey: Return

from Change Thinking posted by Daryl Conner on March 12, 2013

In this series, we’re exploring the implications of Joseph Campbell’s The Hero’s Journey[1] through the eyes of Sara, a fictitious change practitioner, as she comes to terms with who ...

Personal Process Management

by Andy Jordan March 25, 2013

Maximizing your own personal effectiveness doesn’t happen by accident. Regardless of the level of formality, detail and rigidity, every structured PM approach has some degree of process infrastructure to support it. But those approaches focus on the organizational perspective. Here, we build on that concept and look at things from the perspective of an individual project manager--personal processes and how you can use them to improve your performance.

Project Management: A Tale of Two Futures

by Mark Mullaly, Ph.D., PMP December 12, 2011

Project management in practice struggles to evolve, and we consistently fail to take the actions we know we should. Human inertia is too strong an influence to ignore if we want the future of PM to be that much different than it is today. If it were to be different, however, where might it go? There are two overall directions that appear to be emerging, and each has advocates and detractors. Whether (or indeed if) one attains dominance will depend upon the intersection of many forces.

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