PMI’s Practice Standard for Work Breakdown Structures – Third Edition will be open for public review and comment starting 5 October and ending 3 November 2018. Anyone with an interest in good and accepted practices for work breakdown structures in projects and programs is welcome to participate by visiting the exposure draft page.
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Our PM training needs to focus on driving change more than following process. Here's a list list of 14 skills a project manager should refine in order to stay relevant in the future.
Long gone are the days when project managers were rare commodities. What can you do to make yourself stand out in a crowd of impressive resumes and unprecedented competition?
Has agile replaced other development methodologies as the go-to approach? Is it true for all projects? Let’s look at some characteristics of projects in the real world…
Organizations often create cross-functional teams that enhance informational diversity, but this can present its own challenges. This practitioner shares four techniques he's developed over 25 years of handling project teams composed of “firm-minded” experts in the hopes of developing a project’s outcomes.
This article takes a look at project measurables in general—and some of the measurables uniquely important for event projects. It will also provide some advice for event PMs to use in deciding what to measure on individual event projects.
For most project managers, words like “influencing” and “manipulating” are taboo. This article explores these concepts through the perspective of PMI’s Code of Ethics and Professional Conduct.
Just because someone says something doesn’t make it true. As a project manager, you will be told a lot of things. The secret to success is often separating fact from fiction.
We all have an agile team in our minds whenever we take on mastering any new process. Parts of your mind are similar to a product owner, a scrum master and a development team. If you can organize a team with agile, could it not also work with organizing your mind?
One challenge facing project managers is being able to sense disruption’s presence, understand its cause and then combat it. What are some of the causes of project disruption, and what can PMs do about it?