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113 items found

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プロジェクト・リーダーシップの力-プロジェクト・マネジャーからプロジェクト・リーダーへの変身法-

by Susanne Madsen

プロジェクトが成功し、持続的な影響を与えるためには、プロジェクトマネージャは、動機付け、戦略を立て革新することができなければならない、力を与えるとコラボレーション - 他の言葉では、プロジェクトマネージャは、リードする方法を学ばなければなりません

リーダーシップとイノベーション

by Harvey A. Robbins

本日の発表者は、Harvey Robbins(ハーヴィー・ロビンズ)博士です。彼は、ライセンスを受けた心理学者で Robbins & Robbins 社の社長を務めています。世界中で心理学のコンサルティング、エグゼクティブ・コーチ ングとトレーニングを提供しています。彼は、リーダーシップ、チームと変更管理に関する様々な本を共同執 筆しています。リーダーシップとイノベーション、3 つの革新的環境と10 個の大切なスキル、について発表し ます。それでは、ロビンズ博士よろしくお願いします。

適応型論理的思考と問題解決

by Dana Clarke

ますます短い時間枠でより価値の高いプロジェクトを提供することは競争力を維持します。課題はあるごとに存在します。リスクは理解し、軽減し、問題が認識され、迅速に解決しなければなりません。適応型推論と問題解決スキルはプロジェクト管理において、ますます重要になってきました

Knowledge Transfer: Where Process Improvement Begins (Japanese Translation)

by Michael Wood

What do Business Process Improvement initiatives have to do with knowledge transfer and knowledge management? When done correctly, the BPI process hinges on knowledge transfer and lays the groundwork for ongoing knowledge management. Here we discuss a basic BPI process through the lens of knowledge transfer. This article download has been translated into Japanese.

Initial Stakeholder Engagement in a Cultural Change Project: A Case Study (Japanese Translation)

by Amrita Khadilkar

The successful rollout of a fundamental change needs support and buy-in from senior stakeholders. The project manager therefore needs to plan for adequate and persistent senior stakeholder engagement. This article introduces two measures--Appetite for Innovation (AI) and Trust (T)--that can be used to predict likely responses of senior stakeholders to organizational change. Low AI can be addressed by making the change real and relevant to stakeholders. Low Trust can be addressed by improving the awareness of senior stakeholders about the change that is being introduced. This article download has been translated into Japanese.

Danger, Will Robinson! 5 Anti-Patterns of Agile Adoption (Japanese Translation)

by Bob Galen

As an experienced agile coach, this writer often gets asked about agile tactics and practices--what works and what doesn’t. There are no singular answers, but there are some generative behaviors and rules for agile done well. In this article, he explores a set of common anti-patterns that he sees in an effort to share what not to do in your agile journey. This article download has been translated into Japanese.

The Program Management Strategy (Japanese Translation)

by Patti Gilchrist, PMP

Program management bridges the gap between corporate strategy and projects. But how does it differ from project management? Simply stated, are program managers really just senior project managers? Or is it something more? This article download has been translated into Japanese.

Topic Teasers Vol. 50: Resource Management Capacity (Japanese Translation)

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: We’ve just been purchased and the new CEO wants me to set up a better way to manage our project managers working on projects. We seem to be either overworked or sitting around idle. Since we are a big organization, most of the “one team” solutions don’t fit--we’re also a hybrid of traditional methods plus an agile sensibility where it can be worked in. Ideas?
A. Set all of your teams up to be Scrum teams and hire a ScrumMaster to oversee everything. Traditional methods no longer work in today’s business environment.
B. Hire a Business Analyst for each team and have this person supervise the project manager to make sure the mix of work to relaxation during the day is more equal than in the past.
C. Plan that this transition may take several years, then start with a Resource Manager position and look to tighten up the activities done by project managers so that they work at their maximum efficiency. Base your actions on providing capacity information to the portfolio team you create or repurpose for this larger corporate project.
D. Suggest that all personnel be hired from an outside sourcing agency, so that the numbers of people working on your projects can vary from week to week. This is called Resource Leveling, and will save the organization a sizable amount of money.
Pick your answer then Test Your Knowledge!
This article download has been translated into Japanese.

プロジェクト計画書を迅速かつ効率的に準備する方法

by Mark Waldof

すべてのプロジェクトは、計画のいくつかのタイプを必要とします。計画部品の共通理解として、プロジェクトチームが存在しないための計画を準備することは困難な場合があります。このセミナーでは、これらの欠点に対処します。

Fixing Bad Meetings: Make Your Meetings Effective and Interesting (Webinar Transcripts - Japanese Translation)

PREMIUM white paper
by Mark Waldof

Meetings are an essential aspect of making organizations productive. Unfortunately, many meetings are boring and a waste of time. This seminar offers tips along with a tool that can help any meeting. The ideas presented are an excerpt from a full day workshop and offer key ideas and methods that are effective and easy to implement. This is a webinar transcript translated in Japanese.

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