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255 items found

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Navigating Life's Passages Using Project Management

by Michelle LaBrosse, CCPM, PMP, PMI-ACP

While learning how to navigate the Inside Passage to Alaska on a rebuilt wooden boat, this project management professional picked up five points to keep in mind when navigating important projects through their own passages.

Navigating Organizational Politics

by Mark Mullaly, Ph.D., PMP

We have to be able to understand the environment in which we and our projects are operating, and more importantly we also have to be able to operate and manage effectively within it--including how to deal with people and customers. With acceptance of this reality, we quickly find ourselves firmly within the realm of organizational politics. For many, this is not a place that they like to be.

Navigating PM Challenges in Government Projects

by Mike Donoghue

As much as project managers are pioneers with a skill set that helps them and their teams through each difficult journey, the unexplored territories of government projects can add significant layers of confusion and effort.

Navigating Real (Estate) Complexity

by Wayne Miller

Are you still operating with outdated assumptions and expectations? The stressful process of buying a new home and selling an old one proved to be an enlightening experience in project management and complexity for this practitioner.

Navigating The PMI Talent Triangle®

by Mike Griffiths

The PMI Talent Triangle® can be scary, but it doesn't have to be. It's not so mysterious—and it’s actually very easy to claim PDUs from each category, which collectively describe the people, processes and industry knowledge and skills needed to be effective.

Navigating the S’s:Engaging Stakeholders for Project Success

by Stacy Goff
September 04, 2013 | 59:36 | Views: 441 | PDUs: 1.00 | Rating: 4.29 / 5

Project Stakeholder Management has now been added to the 5th Edition of PMBOK Guide, and is in the new ISO PM Standard 21,500. But this is not a new topic; identification of and management to stakeholder expectations has been a best practice of competent and performing project managers for years. 

Nearly Half May Not Meet Sarbanes Deadline

A recent poll of IT executives found that 45 percent of public companies anticipate they will fail to meet the message retention requirements laid out in next July's Sarbanes-Oxley compliance deadline.

Nebraska PMO Takes On More

by Karen Klein

By finding ways to share software applications across state agencies while maintaining individual project attributes and security, Nebraska’s project management office is more efficiently supporting some 260 project managers and developers working on 1,500-plus projects. An interview with PMO manager Skip Philson.

Need for Speed

by Janis Rizzuto

As more organizations achieve bottom-line benefits from Critical Chain, the execution management approach is moving from high concept to best practice, and adoption is on the rise. But even proponents acknowledge that its hard focus on faster results is not for every project environment. Here’s a closer look at where and why critical chain is working.

Need for Speed: Efficiently and Consistently Delivering Value

by Shane Hastie Johanna Rothman Dawn Thiem Horia Slusanschi Nicki Kons
August 18, 2015 | 61:45 | Views: 31,987 | PDUs: 1.00 | Rating: 4.05 / 5

An Agile BA goes far beyond simply eliciting requirements. They are constantly on the hunt for new and better ways of delivering business value. They apply systems thinking to the big picture, rather than trying to document aspects of a single approach. They are, in fact, drivers of innovation.

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