Lean practices have revolutionized the manufacturing industry; the application of lean principles have also had a big impact in construction, IT, services and health care. In this webinar we will share some of those principles and practices and give examples how they can be used in a large variety of projects.
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Evidence is showing high rates of natural resource project failure, where stakeholders’ conflicts, regulatory and policy-related challenges, and unfavourable external environments are cited as primary causes. These often stem from environmental performance concerns and legacy issues of past practices. And beyond that, breakdowns in communications, and an incomplete identification of relevant risks and requirements, have been recognized as root causes.
In today's world the role of "Learning" in education has acquired great value and has become preferred mode as compared to "Teaching”. This emphasis on learning and its growth has been due to the preponderance of digital information and easy access to it. Technology has been enabler in this respect. However, the change in organizations to adapt to the new situation has not been as quick because of traditional work styles or culture .One can argue, that on this front the slower rate of change is understandable because soft skills take longer time to acquire and adapt. But with it comes the problem of meeting the challenges of changes in technology and information overload which happen here and now and in a VUCA* environment. The current pandemic situation has only exacerbated the situation by advancing a work culture and lifestyle which was possibly expected only in the future. In context of the above situation, the concept of the "Learning Organization" as enunciated in the 1990s by Peter Senge and others has some relevance. We can investigate it in relation to projects and project management by asking two questions. 1. How can we effectively manage projects in a Learning Organization? 2. What benefits can Project Managers obtain by using the concepts of Learning Organizations in their projects?
In this webinar, you will learn about the achievements, methods and lessons learned from this award winning project. As an IT project in a medical setting, this webinar will be of interest to project managers in IT and health.
There are many paths to innovation success. In this webinar, you will learn how some of the greatest innovations in the history of technology came about. You will learn project management case studies from the invention of computers in World War 2 , the transistor and the dawn of the Internet age. You will learn about the partnership model for innovation, how to foster innovation environments and other insights to help you deliver innovation projects.
This webinar will discuss research conducted that lead the presenter to write the book “Project Management: Failed IT Project Business Cases: A Career Guide to Lessons Learned., Attendees will learn from real world IT project examples from the book, why they failed, and lessons learned for each one.
For some of us, the lowly Lessons Learned is one of those ‘have to do’ items in the Project Management artifacts folder. Some of us push it off, forget it, rush it, or minimize it. If used correctly, it becomes the ‘primer’ for your next project. We will see how it will save both time and money. Over time your Lessons Learned will switch from issues to must haves.
This webinar will describe the lessons learned for one of Canada’s largest EMR implementation projects. Based on OntarioMD’s EMR Maturity Model
In today’s environment with pressures for business value and growth, increased profit, and enhanced accountability, organizations must address the proper management of project risks in order to succeed. In order to ensure this occurs, Project Managers and their staff must clearly understand industry risk management best practices, techniques, and critical success factors to achieve success.
The challenges are increasing for the continuity of business in the present time and in the future. It requires development of a conscientious plan to follow not only to build organizational competence coupled with changing environmental demands, but also to enhance capability to move in the desired strategic direction.