Everyone knows project managers are supposed to be masters of time management, even if different cultures have different perceptions of what that “time” actually means. To find out if you really have what it takes, take this quiz developed for PMI’s Career Track by Neil Fiore, Ph.D., a Berkeley, California, USA-based psychologist, coach, speaker and author of Awaken Your Strongest Self: Break Free of Stress, Inner Conflict, and Self-Sabotage [McGraw-Hill, 2006]. Find the time-management attitude that best fits your style and we’ll tell you what to do.
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Organizations are rethinking how to keep mid-level project managers on board and motivated.
Some overtime often can’t be avoided, but project leaders—and their organizations—must work to maintain the delicate work/life balance.
Governance means more than just establishing control—it must allow enough flexibility for change.
When included in the project charter, champions are the direct link to the business side of the project.
Corporate unions aren’t always wedded bliss. Cultural, emotional and language issues can all play havoc with even the best-laid merger plans.
One small team navigates the choppy waters it encounters on a major oil tanker retrofit project - and even salvages some extra cash.
Reporting ethics violations can be a frightening—but necessary—part of the job.
By focusing on lessons learned, project managers can avoid repeating the same old mistakes.
Under a six- to eight-year plan that kicked off in 2003, global sciences giant Schering-Plough Corp. is trying to transform itself into a new kind of healthcare company