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.
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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?
It’s great to focus on the impact of disruptive technologies, but the work still needs to get done…and that means project managers must deliver! How can PMs avoid being disrupted by disruptive technologies?
One variation of the different hybrid approaches is so-called “hybrid agile.” It’s a dangerous approach that threatens to deliver the worst of both worlds.
Your POV helps people understand you and how you think. It highlights your leadership knowledge and skills. If someone asked you about your project management standpoint POV, how would you respond?
For those of us who are struggling to work out a compromise or hybrid of waterfall and agile project management methodologies, say hello to “Agifall.”
Every project is a “hybrid project.” Here’s how to leverage the best of both waterfall and agile for optimal effectiveness on your particular project.