How much time do we waste thinking about, avoiding, or worrying about having a hard conversation and what does that do to your productivity? To your work relationships? You can have a "silent" conversation rattle around in your head for months if you avoid "it." Of IF the hard conversation you had goes poorly, you can have the 'I should have said this" conversation in your head. What if you learned how to have powerful conversations that led to better outcomes and stronger relationships? In the 1st part of this webinar, we will explore IF a conversation is needed, how to speak from a position of power, and delineate the types of conversations so you can better manage your emotions. I would recommend listening to my conflict resolution webinar so you have a foundation before launching into this discussion.
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Estimating something to be developed in a product—something that has not been done before—involves inherent uncertainty, not the least about how much work is required to produce a finished product. Estimation is about having a grip on the size of a project in terms of the amount of work, complexity or functionality, and is critical to the business.
How might efforts to "scale agile" and apply its self-organizing principles to the development of increasingly complex solutions impact the project management discipline? Two key challenges are identified: the purposeful avoidance of the project manager role and favoring stable, persistent teams over temporary organizations.
When you work with subcontractors, they become an extension of you to your clients and you want them to deliver quality and continue your good name and good standing. Subcontractors, just like employees, can either be a joy or a nightmare, but you can impact which it will be. This article provides eight techniques that deliver effectively.
Security foundations for a project should be strongly laid in the initiation phase, preferably when the project charter is created and signed to document all possible risks, threat vectors and security loopholes, and should include conceivable remediation measures. Internal, external and technology-related risk are examined in alignment with project management processes.
System archetypes are reoccurring patterns of behavior that can be found in any type of organizational system. They serve us as effective tools to diagnose projects, identify and manage risks, and point out underlying structures that are signaling where fundamental decisions must be made in order to fix a root cause.
Leaving a career as an IT professional to become a principal in a video-content firm, the author thought he might also be leaving his project management practice behind. But in the middle of his first film project, wondering how to achieve his next milestone, he realized how his project management skills would transfer into his new role.
Strategic risk management belongs in any collection of organizational process assets! By examining domain-specific types of risks (strategic, operational and tactical) and how corporations react to them, this article demonstrates why strategic risk is of the utmost importance to corporate governance and, by extension, to the chairman and board of directors.
It is a critical decision process for executive teams as to whether, why and when to embark on an agile transformation. Practicing new ways of working and transforming an entire organization is a huge challenge but can help enterprises to deal with digital disruption, reduce costs, boost efficiency and improve quality.
“Where’s my package?” It’s a question we are all familiar with. Project management in the field of logistics requires broad insight into a true end-to-end process, quality documentation and far-reaching team management skills. How does one manage this process for a customer?