The latest PMI-commissioned talent gap analysis by Anderson Economic Group (AEG) points to outstanding opportunities in jobs and career growth for project managers within the 11 countries studied.
Connect In Person
How do you build a team culture across continents, without ever meeting face-to-face? How do you motivate teams across the Boomer, Millennial and Gen X divides? Get answers to these questions and more at the 2016 PMI Talent Management Conference! Now in its third year, this free virtual event is your source for guidance on talent retention and development, plus things you need to be thinking about when planning your own PM career.
Peer coaching is a confidential process through which two or more professional colleagues work together to reflect on current practices; expand, refine, and build new skills; share ideas; teach one another; or solve problems in the workplace. When used effectively, peer coaching can be a powerful tool for individuals exploring issues and challenges more deeply and it likely to develop stronger ideas, actions, and goals. This webinar will introduce the concept of peer coaching, explore the coaching model, and how to develop a coaching practice within your workplace.
Given the fact that millennials will comprise more than one in three adult Americans by 2020, smart organizations are investing time and energy not just learning about their oftentimes unique workplace preferences/work styles, but also determining how to best leverage their strengths to benefit all.
The gist of the matter is to manage "Collective Commitment" of an individual member, team, and an organization. This webinar will cover how that happens, managing certain prerequisites while forming a team and inducting a new team member, certain areas of leadership to help the team perform at their best, and certain behaviors to avoid.
Save Time With Tools + Templates
Which project manager is the best fit for a new initiative? Who has the most appropriate PM and business skills? Use this sheet to map out skills for each of your PMs in different areas relevant to project execution. When new initiatives need a PM, refer to this matrix to identify PMs with the most appropriate skills.
Product management leaders establish the broader context for building great products and services through a combination of processes, trust-building, hiring, mentoring and cross-functional communication. Here is a seven-point strategic framework for creating conditions that can unleash great product and technical work.
If it weren’t for people, projects would be easy! Getting the team to act as one is challenging. This presentation from the PMI Global Congress 2014 in Phoenix will help you all trust each other, stick together and achieve project success.
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。
Learn From Others
As project work shifts and evolves to meet the changing needs of the business, what are the implications for our teams—and how do we manage them?
We are often trying to do more with less, but when complexity creeps into your organization or your world, you may need to flip the script and do less with more.
All projects have proponents—but also those who don’t want the project to move forward for various reasons. This article offers some practical techniques to address and resolve tense situations so your project can move ahead.
Feedback is an essential tool for project and functional managers to achieve a desired outcome or state. When done correctly, results can be achieved quickly. This article elaborates on a feedback framework that can guide the delivery of the feedback to maximize its benefits.
The continuously changing nature of the business world has resulted in increased pressure on organizations to continuously develop. Previously, our approach to the changing nature of business has been initiative driven—a series of starts and stops. That is rapidly becoming an outdated model.
While it is possible (and necessary) to be a friendly project manager to your team, being a friend isn't the best idea. But an organization that has good camaraderie within the body of its workforce can increase employee satisfaction. How do we strike a balance? Here we look at building a friendly work environment.
Learning how to better manage talent is more than researching great practices—you must be able to avoid problems keeping you from using them. The problems can be your preferences or the workplace culture, among other factors. Your development will go faster if you deal with these problems early.
Where do you see yourself in five years? This question has plagued the interview process for too long. It's high time we start asking better questions to get better answers from our prospective PMs.
|A.||A great number of projects fail because upper management fails to properly and completely share the goals and accompanying evaluative metrics they will use to decide successes from failures. Not knowing what is expected of you, your team and your suppliers means you cannot then be blamed when you fail to meet their dreams.|
|B.||The rule is that project managers are not supposed to ever do the actual activity or user story work of a project. If you are only in essence the “supervisor,” how is it fair to be held accountable when others do not do as they have promised? If participants led you to believe that your schedule and budgets were acceptable, they should be reported to management by name and I.D. number when things “go south” or fail.|
|C.||If you work in an industry where you rely heavily on contractors, sub-contractors, suppliers and even other third-party technical entities, your success is directly related to their reliability. If a project fails because of their non-compliance to contracts or promises, get in writing from your procurement team that they will never hire this group again—at least for any of your projects.|
|D.||If you are the project manager, then one of your roles is to represent all the bits, pieces and assembled individuals who had their fingers in this endeavor—whether it was a success or a failure. As a result, you need to step up and assume the blame, not passing it on even if it could be objectively done with great accuracy. All you can do is learn from it.|
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