Negotiating is an extension of building community. You will not get anything you want if the other person feels slighted or if they do not think they are getting an equitable deal. You will have to work harder to get people MORE of what they want so you can have MORE of what you want. Not everything in the negotiation has to be a down-and-out battle between you and the vendor. Be flexible, and the vendor will usually follow suit. Negotiating specifications with a vendor is not easy as you both have your own agendas. This process of negotiating the project’s requirements starts with the first phone call and continues until the last bill is paid.
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Robot Process Automation (RPA) is one of the recent practices that is usually combined with Agile adoption as part of Digital Transformations. Sometimes implemented as the 'old' workflows, RPA can easily become the famous GIGO (Garbage In - Garbage Out), speeding-up unnecessary processes rather than providing value for the business. This webinar analyzes the benefits of RPA, combined with Agile adoption, using a parallel with the introduction of robotization in manufacturing. It is also an analysis of how/if RPA and Artificial Intelligence can be used in Project Management to improve the project delivery process.
Widely used management disciplines are often linked to a few simple frameworks that can be easily understood, and applied, not only by managers but also by the majority of individuals. Porter’s Five Forces and value chain analysis help to make strategy a key area for every organization to apply. In contrast, project management methods have tended to be too complex to be easily understood and applied by non-experts. Modern project management methods were developed primarily in the 1970s and 1980s by expert practitioners (at the beginning mostly engineers) for practitioners (also predominantly engineers). The pivotal assumption of the project management methods has been that documenting every aspect of a project in detail will provide a high level of control of the planned activities during the implementation of the project. Many project managers ended up producing massive numbers of documents and swathes of paperwork, leading to an overall feeling that the role was primarily administrative.
Agile is often 'sold' as a way to improve quality of products and services. One of the fundamental Agile principles is that continuous attention to technical excellence and good design enhances agility. Scrum, the most used Agile framework, doesn't have a "tester". A "done" backlog item should be part of a "shippable" increment of the product. Therefore, after each Sprint, the result should be available for users without a validation stage. The 'old' Testing or Quality Control (QC) is wrongly re-branded as QA for various reasons, from adding prestige to a mundane and in theory un-necessary activity to lack of understanding of the fact that QA, meaning Quality Assurance, is a process.
Project risks can give negative impacts on project objectives such as delay, cost overruns, decrease in quality and security aspects, then we can observe serious project failures. Risk management aims to identify the possible causes of threats and opportunities, to assess them qualitatively and quantitatively and to propose an action plan for risks deemed critical in order to decrease the undesirable effects on project objectives. Complex projects are affected by numerous risks and opportunities because of their complex organizational plan with a large number of stakeholders, complex planning with a long life-cycle, complex resource management, technical issues, and particular environmental factors.
“May you live in interesting times!” This is an ancient and famous Chinese curse. Today, we do live in interesting times: Our environment is characterized to be Volatile, Uncertain, Complex, and Ambiguous (VUCA). Change is constant and happens at a frenetic pace. Change poses severe challenges to project managers. It makes team members uncomfortable and may also cause unethical behavior or unprofessional conduct. Mismanaging change can severely impact project success. This very interactive webinar will cover a typical project change scenario and provide you with practical tips and techniques to deliver strong, proactive, leadership and confidently ride the waves of change.
In an agile world, team members are empowered to make important decisions within the context of the behavioral architecture, without having to ask permission from supervisors or managers. But these supervisors and managers are coming from a lifetime of learning how to succeed in a hierarchical world, so they will need to leave behind those ingrained lessons. In order for agile to be successful at scale, leaders will need to change.
This is in the fourth installment in an 8-part webinar series, A Billion Dollar Project Health Framework, presented by Uri Galimidi. The series covers an advanced yet practical framework which Project Managers can use to assess the health of their projects. The framework consists of eight key project management areas. This webinar covers An Executable Plan and will include: · A description of the key risk factors within the project management area · Guidelines for assessing when to raise the “Red Flag” for each risk factor · Guidelines on what to do with the Red Flag once you have it raised · Real-life case stories illustrating the risk factor and its impact on your project.
How can you lead projects to double the impact in half the time? We asked ourselves that simple, but provoking question in May 2015. The aim? To rethink the way we lead projects and change that fact that only 30% of projects today succeed. Since then, 3 universities, 17 pilot projects and over 1850 dedicated project practitioners have experimented with and co-created what is today known as the Half Double methodology. A methodology not only based on the latest research, but on what works in practice. Suited for a reality characterized by complexity, chaos and uncertainty. A methodology providing you with the principles, methods and tools you need to capture the potential of your projects.
This webinar explores how to think about and approach career development in a way that all of us—accidental and deliberate project managers alike—can respond and relate to.