In this session Adam describes and illustrates best practices that inform the HVP approach as
well as his own learning and experiences from a Project Management perspective. He
examines how HVP systems and culture drive Project Management Excellence through mastery
of Input Management, Action Management, and Work Management domains. Participants
learn how the Getting Things Done (GTD) framework, Toyota Production System “Rules in Use”,
and Theory of Constraints inform the High-Velocity Productivity mindset.
If you’re a project manager seeking better guidance, navigation, and control of your work, you
will not want to miss this webinar with Adam as he shares his own experiences, combat tactics,
and battle scars from lessons learned along his never-ending journey towards High-Velocity
Productivity.
Do team members and executives in your organization see retrospectives as a waste of time and expense? If so, maybe your retrospectives aren’t providing the value they should, from establishing a culture of team learning and stressing continual improvement, to tracking metrics and celebrating successes.
Coupled with the heightened awareness of environmental issues of discarded electronics, material consumption and its association with material availability has also triggered concern. Before you take out the trash again, here's some spoiled food for thought.
Is "consultant" a dirty word? Many consultants get a bad name from the fact that they become indistinguishable from the organizational employees that they work alongside. How do you know that hiring a consultant is a good idea?
This template has been designed to assist the project manager to hire, interview and select employees in compliance with the many U.S. federal laws that cover these activities.
In May 2012, more than 235,000 online job ads required candidates to have project management skills, a 12 percent year-over-year increase. Los Angeles, Chicago, New York, San Francisco and Washington D.C. showed the highest demand.
Many hiring managers have practice in assessing broad technical skills. But strong, creative and capable teams result only when those T-shaped people can work interdependently, self-manage, solve group problems and learn together. That implies another set of skills to look for when hiring for a cross-functional team--interpersonal and collaboration skills.
"Ambition is like a frog sitting on a Venus Flytrap. The flytrap can bite and bite, but it won't bother the frog because it only has little tiny plant teeth. But some other stuff could happen and it could be like ambition."
