The four knowledge cornerstones of project risk management are: • Project Management (how to run a project) • Earned Value Management (how to measure project performance) • Risk Management (how to identify and mitigate risks) • Subcontract management (how to manage subcontractors) Project risk management is essential today and for future work challenges to manage a successful project. This webinar focuses on project management, the first knowledge cornerstone. It will explain the project management process and how it is used to achieve effective project risk management on you project. The webinar will explain what Enterprise Risk Management (ERM) is and how project risk management fits into it. The future of work and how project risk management will be affected is presented.
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As Digital Transformation efforts sweep across Government and Corporate America, many enterprises are finding that the results of their Digital Transformation efforts are much less than expected. A recent survey of one hundred Digital Transformation efforts internally measured using various criteria reported thirty percent of those efforts were deemed “successful.” Corporations are finding that a key area of difficulty is analyzing the organization and how it needs to function in the digital world. Analyzing an organization today using standard techniques is little more than looking at the organization chart and “looking” for inefficiencies. In fact, the “traditional” organization chart tells us very little about how the organization actually functions. This webinar will present and describe some innovative techniques that can be used in analyzing how organizations need to address organizational transformation to provide successful digital transformations, beyond just technology change. As a group, these techniques are described as part of B. (Business) I. (Information) O. (Organization) Transformation – BIO Transformation.
We all know that life is not in black and white, nor is Project Management. Experienced Project Managers know when and how to adapt the project management tools and techniques so that they can help the most, are relevant, and add value to their projects and organizations. This presentation advocates for using Agile practices, even in waterfall projects, and gives examples from real life situations where specific practices were successfully used. The advantages and possible setbacks will be illustrated and discussed with the audience.
Join our expert SeminarsWorld® instructors in Las Vegas to network and learn with your peers in small-group, topic-intensive seminars aligned with the PMI Talent Triangle® while you earn up to 28 PDUs and 2.8 Continuing Education Units.
Kanban and Kaizen are considered by some teams as the natural evolution from Scrum to an Enterprise Level Agile. While there are few Agile frameworks that adapted Kanban and Kaizen to software development as a scaling up approach, it is little known that these Lean Six Sigma practices originated in manufacturing more than 50 years ago. In fact, the 1990s Agile Enterprise used Kanban and Kaizen at scale for large teams and complex products, proving their utility.
Rescheduled: The Case for Project Risk Management: In Predictive (Traditional) vs. Adaptive (Agile) Life Cycle Approaches
Although the project failure rate has seen improvement over the last decade or so, roughly half continue to fail. As such, project risk management [which is designed to address risks that contribute to project failure] has gained significant interest over the same period. While perhaps one of the more challenging knowledge areas of the PMBOK®, project risk management is a key competency for professional project managers. This webinar will contrast project risk management across today’s two primary project life cycle approaches – Predictive (Traditional) and Adaptive (Agile) Project Life Cycles.
Steps in Designing an Integrated Enterprise Project Management System for Effective Cost and Performance Reporting
Using waterfall, agile, and change management techniques, this webinar will cover the configuration points in designing an Enterprise Project Management system to allow data integration across existing Enterprise Resource Planning (ERP) systems. Project Managers will be able to better understand whether their projects are within agreed thresholds and how to better manage compensation events.
This is a day full of opportunities for students studying project management or an allied discipline to learn and network. Sessions are developed to help students build their technical skills and prepare for their careers as project managers.
This session will walk the attendee through 10 practices that are sure to be problematic. Topics will include but are not limited to: 1. Including summary tasks in project sequencing; 2. Assigning resources to summary tasks; 3. Constraining activities rather than sequencing dynamically; 4. Scheduling project tasks as late as possible; 5. Leveling resources without analysis; 6. Inadequate baselining techniques; 7. Using elapsed durations for team schedules; 8. Incorrect calendar association resulting in incorrect schedules; 9. Organizing project tasks incorrectly forcing incorrect reports. 10. Dismissing Agile Tools Objectives: After attending this session the attendee should be able to: 1) identify inappropriate practices in their MS Project schedules. 2) Resolve issues created by these practices and 3) leverage their learning in future project plans by avoiding the recurrence of inappropriate practices.
In your day-to-day practice of project management, questions often arise and you need to find the answers. PMI has been publishing articles to help you find solutions since the profession was founded; there are over 9000 articles in the Learning Library alone. Let us help you understand the different types of content available and how to access them, how we have recently improved the PMI.org search function and how to make your own contribution to this valuable collection and share your expertise with other practitioners.