53 items found
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Nov 21, 2022 3:00 PM EST (UTC-5)
In today's digital landscape, organisations need to manage a large portfolio of programs, projects and operations. Given the ongoing market and economical changes, the traditional portfolio management function has to be agile and adaptive to shift direction when required. Some organisations are currently implementing Lean Portfolio Management of SAFe to inject flexibility and adaptability in how they connect execution to strategy. We will address the transition strategy to smoothly move from an existing set of portfolio management processes to LPM of SAFe.
Sep 24, 2020 7:00 AM EDT (UTC-4)
As an Agile practitioner do you want to know if your investments in Agile have been worth or not? Do you have visibility how customer perceive the value that your agile teams are delivering? Do you know the realized & unrealized value of your product? If you are also wondering / been asked such questions by your management, then you might get some guidance from this talk.
Jan 24, 2019 11:00 AM EST (UTC-5)
La gestión de proyectos de la cadena de suministros (SCM) es una disciplina muy compleja que incluye una serie de procesos y servicios, específicos y concretos, que juega un papel central, con la finalidad de proporcionar soluciones viables para que cada proyecto relacionada a un mejor desempeño de la cadena de suministros en el que se halle involucrada se lleve a cabo con la máxima eficiencia y procurando la mayor optimización de recursos posible.
No obstante, según el estudio “Enhacing Project Management” desarrollado por APICS en 2015 a más de 12,500 profesionales en SCM, solo un 9% de los participantes respondió que sus proyectos llegaron, al menos en un 90%, a cumplir con los objetivos de tiempo, costo y alcance Adicionalmente, un 62% indicó un nivel de stress significativo en su rol en proyectos de la SCM, siendo la fase de ejecución la más desafiante de gestionar con los involucrados.
No obstante, en la actualidad no existe un estándar especializado y mundialmente aceptado por los profesionales vinculados a la gestión de iniciativas de la SCM, que brinde lineamientos claves sobre qué entregables, procesos, herramientas, técnicas e interesados pueden considerarse para dirigir un proyecto de SCM de principio a fin, garantizando un nivel de servicio adecuado y un uso mínimo de recursos físicos, tecnológicos y humanos.
Por lo tanto, es de vital importancia transmitir a los directores de proyectos vinculados a la SCM la necesidad de aprender buenas prácticas en gestión de proyectos relacionados a la producción, abastecimiento, distribución, planificación y soporte de la cadena de suministros, que garantice el éxito rotundo en la consecución de sus objetivos alineados a los beneficios esperados por la organización ejecutora del proyecto.
Dec 15, 2015 1:00 PM EST (UTC-5)
Many organizations prefer not to share the details or the frequency of their failed innovation initiatives. Only after sifting through disparate research we are able to piece together a sense of how frequently failure is the outcome and what we should really expect from an innovation success rate. When we realize that failure is a much more common outcome we also recognize that planning for only success can become an organization’s Achilles’ heel. In this scenario failure has dire consequences to both the individual and the organization. By addressing these facts upfront we can learn to better deal with the underlying risks and fear that surround innovation failure. This session will review the data behind innovation failure, examine how risk / fear impact the individual, and discuss a few tools and techniques that organizations and individuals can use to address these challenges.
Jul 21, 2020 12:00 PM EDT (UTC-4)
In this webinar let's have a closer look of what intercultural communication is and how we can improve our daily performance in teams, increasing our understanding of inclusion and diversity and self-awareness, the difference between intercultural and intercultural communication.
May 25, 2017 12:00 PM EDT (UTC-4)
How do project teams overcome differences to adopt a design plan that strikes a balance between short-term affordability and long-term adaptability? Hear how a formal framework for design flexibility on the front end encourages greater communication among project team members, helps avoid risks and reduce costs, and improves efficiency. While the uncertainties of the future will always be present, capital project teams can manage potential change more effectively by adopting these principals and designing for evolvability.
Nov 6, 2018 5:00 PM EST (UTC-5)
Project learning is a vital prerequisite for innovation as it directly contributes to project and organizational capability development. As more organizations become project-based, there is an emergent need to understand how these organizations can overcome challenges of disruptive learning cycles caused by project temporality and employee mobility. Project learning occurs on the individual, team, and organizational level. Individual learning happens through intuiting and interpreting, learning by doing, experiencing using metaphors and cognitive maps. Team learning occurs through the integration of individual learnings, which result in shared understanding and mutual adjustment of mental models. Organizational learning manifests itself in the development of practices, policies, guidelines, and routines for the collective benefit. However, how organizations facilitate the transfer of learning between the individual, project, and organizational levels remains limited. This webinar will present key findings from the PMI sponsored research investigating mechanisms influencing learning flows between individuals, project and the parent organization. The research was guided by the overarching question: “How does project learning occur over time as an interaction across individual, project, and organizational levels?” The webinar will focus on presenting 3 notable contributions from the research that informed project management literature and practice. This research:
1. identified 10 bridging mechanisms for multilevel learning that project-based organizations can utilize to encourage learning from and to projects
2. established that 3 key actors: senior leaders, project managers and project management office play crucial role in activating project learning flows, and engaging individuals, teams and organization to participate in learning efforts.
3. developed a new leadership scale to measure leaders behavior focused on promoting project learning.
May 14, 2019 12:00 PM EDT (UTC-4)
Imagine yourself working in a multicultural team, with people spread around the world… is this just a possibility? Or a real thing that you are dealing with (or, you can see you are going to deal with this soon)? Let’s see how important is to consider diversity and national aspects of culture within our projects. When we talk about diversity, usually people consider gender or race (depending on the country). But it is essential to bear in mind age diversity (experience x energy), ethnic diversity (bias that everyone has), hobbies (things that can create proximity), etc. How different a Latin person thinks, in comparison with angle saxon people? What does mean "high context" and "low context" cultures? The outcomes will the consciousness, be aware, about the "Unconscious Bias", to avoid an exclusive leadership behavior, and increase the team performance, with some "tips" about the dimensions of leadership considering the diversity and national culture aspects.
Feb 9, 2017 12:00 PM EST (UTC-5)
The work of the PMO starts and ends with people. Building the right team is not simply a best practice but onboarding the right team members ensures that the necessary buy-in is achieved and the right skills are deployed.
Apr 20, 2016 12:00 PM EDT (UTC-4)
High organizational performance is an outcome of a good fit of LEADERSHIP, supportive CULTURE and TRUST.
Generally organizational leadership is built upon either of the following: fear, obligation, or trust. However, only a foundation of trust results in the collaboration and goodwill necessary to achieve peak performance by the team and advancement in strategic direction.
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"One of the symptoms of approaching nervous breakdown is the belief that one's work is terribly important."
- Bertrand Russell