When considering the many e-learning options for project management training, there are eight best-practice principles — from active feedback to job context — to look for in the selection process. Here is a checklist of key questions for e-learning providers.
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As project leaders, a track record of success is important. But what often leads to greater opportunities is the impression we make on people while we are working with them and after we are gone. It is said that we spend upwards of 80 percent of our time communicating. By establishing and maintaining a personal brand, we can influence that communication and take control of the "noise" attached to it.
Emotional intelligence goes deeper than data, beyond process, and right to the heart of project leadership. No longer the sole purview of the Oprah show, the concept is changing the way many perceive the so-called softer skills of project management — just ask NASA. And it could shape your future as a project manager.
Project-driven organizations can benefit in many ways from creating a career framework that gives employees the opportunity to grow — and share — their knowledge and skills by moving across job roles or business units. In the process, they align company values and culture, optimize resources and increase client satisfaction. Here’s an overview of IBM’s approach.
Is your organization redefining the project manager role to prepare for the future? Are you for your own professional development? A new Forrester Research report makes the case for doing so, and offers recommendations.
Dip into the working diary of an accomplished product manager who shares “the good, the bad and the utterly random” realities of “one of the most essential, unpredictable and unsung responsibilities in business” — yes, managing projects. In his forthcoming book, the author imparts invaluable lessons learned based on four “Ps” of project management: processes, people, parts and phenomena. Here’s an excerpt.
A leadership boot camp uses military techniques to help managers thrive in uncertain times.
Emotions have great consequences in project settings, and emotional intelligence models and tools can be helpful resources to project leaders. But in order to move beyond theory and concepts, we need direct applications that deliver value, structure and real insight. Here, the author of a two-year study on the subject shares his findings and recommendations.
One of the great impediments to the development of new project managers is the need to succeed above all else. A little success early on is nice, but sometimes it creates bad habits. A little failure often teaches more valuable, enduring lessons.
As we start 2010, project managers should be embracing 21st century technologies and approaches. But while developers and other project members have been benefiting from improved communication and collaboration via new technology in the last 10 years, project managers have been slower to adopt them.