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20909 items found

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Get Your Risk Infrastructure Right

by David Hillson

Risk management can suffer from too little or too much supporting infrastructure, be it tools, techniques, training, templates or technology. Getting these elements right enables the risk process to deliver the expected benefits to the organization and its projects.

CIOs: Stay in Your Lane or Cross the Lines?

by Michael Wood

True story: A CFO told a VP peer about how he wished the CIO would learn to “stay in her lane.” Yet isn’t the CIO supposed to provide the information, infrastructure, technology and systems the organization needs to leverage its ability to do business, compete, grow and prosper?

Strategic Lessons Learned From a Battle-Hardened Project Manager

by George Freeman, PMP
August 08, 2019 | 60:05 | Views: 2,899 | PDUs: 1.00 | Rating: 4.47 / 5

As project managers, we strive to learn from our past experiences, and we guide and teach others to do the same. We leverage approaches such as lessons learned to fine-tune the methodology, all to make each project better than the last, and sometimes we succeed. However, when navigating the domain of the unpredictable, these traditional lessons learned often “come up short” for advice, hence the need for a different type of lesson that I call “strategic lessons learned.”

Podcast: Oceaneering and the PMCoE. Ep #85

With their company mission to “Solve the Unsolvable”, Oceaneering International, Inc. manages many impressive projects, including oilfield, aerospace, entertainment, defense, and renewable energy. Hear about Oceaneering’s Project Ma...

Redesigning Project Management Around the Brain

Aug 7, 2019 2:00 PM EDT (UTC-4)
PREMIUM webinar

Why wouldn’t we design project management processes around the human brain? People run projects, people are part of projects, and people influence project success. Economics, finance, and supply chain management have recognized the human factor by embedding behavioral sciences throughout their technical disciplines. Now, it’s project management’s turn. Mastering human factors gives us the ability to decrease risk and project cost, increase plan accuracy, and increase execution efficiency. Human factors empower project success in the midst of volatility, disruption, uncertainty, complexity, and ambiguity.

Time Management for New PMs: A Balancing Act

by Andy Jordan

Chaos loves a vacuum. New project managers often struggle with managing their time. That leads to things getting missed—and disaster will soon follow.

Topic Teasers Vol. 125: Why Use Predictive Analytics?

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

Question: My latest project is to work with a small team to see if we need to add predictive analytics to our already brimming list of desktop applications. Frankly, I don’t see that we use even half of the features that we have now, but maybe some departments find value in them. To be honest, not being a math person, I don’t really understand why finding that we are 20% higher or 32% lower on some random statistic would do anything to help the business. The oddity is there! That doesn’t change anything for next month or week. What am I missing?

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