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PMI Japanese Resources

by Cheng Chee Tay, Chris Ng, Mayo Irie

Please check the available resources in Japanese now.

Balancing Planning and Execution in Change Projects

by Mickey Granot
July 11, 2018 | 61:12 | Views: 1,664 | PDUs: 1.00 | Rating: 4.36 / 5

When one evaluates the project management body of knowledge, processes, procedures and common practice one cannot miss that the main focus and attention are placed on the planning processes. Most of PMI PMBOK is dedicated to planning processes, the project management process has only one step dedicated to execution and all the rest are planning steps.

Project Completion Report

PREMIUM deliverable
by Dinah Young

The Project Completion Report is the final document produced for the project and is used by sponsor, steering committee and senior management to assess the success of the project, identify best practices for future projects, resolve all open issues and formally close the project.

First Steps Toward Agility: Incorporating Agile Practices in a Waterfall Environment

Jul 9, 2018 12:00 PM EDT (UTC-4)
PREMIUM webinar

This webinar reveals practical concrete steps you can take to begin incorporating time-tested Agile practices that will help your team move the needle. Waterfall teams can adapt key Agile practices to improve agility without undergoing a full Agile transformation, enabling them to stay Waterfall or even adopt a hybrid Agile/Waterfall approach. You will leave with the knowledge and skills to begin adapting key Agile practices and taking your first steps toward Agile transformation.

The Digital Age: What Challenges Await New PMs?

by Jiju (Jay) Nair, PMP

Project managers who understand, acknowledge and live the ground realities of modern-day business are well poised for taking organizations through successful project executions.

Why You Shouldn't Focus on Corporate Culture

by Andy Jordan

Corporate culture is critically important; it can be the glue that holds an organization together and is a powerful foundation. But that culture is a byproduct of how the organization behaves—not a driver of it.

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