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As we mark the 50th anniversary of human beings’ first steps on another celestial body, a new goal has been set for this nation to return astronauts to the moon within 5 years. In this webinar, we will take a retrospective look (from a Project Management point of view) at what has been characterized as mankind’s greatest achievement: Why Apollo? How the audacious program started Was it a complex project, a program or portfolio? Mapping the PMBOK Process Groups to Apollo What project management lessons can we learn that will help us be successful in our return to Earth’s satellite?
This is my first Blog ever. I am fascinated by the changing mindset of newer workforce. Also intrigued by the very human way of thinking and how this thinking individually and collectively affect the outcome of a project. The servant leadership mindset from the top & sincere dedicated mindset from the teams all decide on outcome of a project. I intend to blog my experience on these lines.
Join our expert SeminarsWorld® instructors in Chicago 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.
It can be difficult in a functional organization for project managers who have very little to no power. In this article, the author provides some tips and tricks learned over the years to face this challenge.
A solid business case is one of the fundamental building blocks of project management. The goals and objectives of any given project, at a high level, are simple—we must be good stewards of our limited resources to ensure long-term competitive edge for the business. This article provides a seven-step process to help.
Many PMs are given the organization’s strategic goals from management—but are rarely given advice and instruction for how they can best support those goals, or information on how the strategy will be implemented. Here are a few practical tips for how you can support your organization’s strategic goals.
When project managers are asked to lead strategically important projects, the stakes go way up. But the fundamental job remains unchanged—and that’s something PMs must remember. How do you ensure you don’t succumb to the pressure of being in charge of a high-profile project?