Not all projects are life and death...they just seem that way. For Ric O'Barry, founder of The Dolphin Project and producer of the Oscar-winning documentary The Cove, projects are very much life and death. Not just for his career or the future of his company, but for an entire species of intelligent and beautiful creature who have been exploited and abused for little more than entertainment. Ric has gone to the literal ends of the Earth and pulled together world-class teams from industries as varied as pearl diving and movie effects to find success on his project. In this exclusive presentation, he'll share his thoughts on inspiring others with his own passion and how to keep your project in perspective when your emotions might get in the way of progress.
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Enterprise PMOs are the way of the future. They bring a tremendous amount of benefit to the organization through shared best practices, companywide resource utilization, enterprise risk management, and of course the economies of scale that can only be dreamed of at the department level PMO. More and more organizations are recognizing the advantages that can be gained by taking PMOs to the enterprise level, but these gains don't come by chance. To be effective EPMOs need to ensure that they have integrated portfolio management across their entire organization -without that an EPMO is merely an umbrella for a group of disjointed methodologies and functions. This presentation provides some sign posts on the roadmap towards a successful EPMO implementation.
Are you able to consistently deliver, on time and within budget, projects that meet or exceed stakeholders' expectations? Today's organizations expect project managers to have a strong set of soft skills to compliment their use of innovative methodologies and project tools. This webcast will present the top six soft skills leaders need today to manage their projects more effectively, power tips to promote project success and three leadership tips for action. This presentation will offer value to private and public sector project managers, project management office directors, public sector executives and consultants in the public sector. Bring along your questions!
The search for a better way to get work done requires that we stand back and take an objective look at the project management process with fresh eyes. Thomas Kuhn coined the phrase "paradigm shift" in 1962 — which suggests that sometimes it's possible to see the same information in an entirely different way. Ty will talk about how democratizing work and empowering project teams is the paradigm shift that will increase visibility, ramp up efficiency and streamline repetitive processes.
Agile, Lean, ToC...these concepts are gaining industry acceptance and increased popularity. Introduced as pure process changes to project teams, organizations quickly learn that there is much more to "becoming agile" or "becoming lean" than introducing a daily meeting or a different set of steps. The result: Fizzled transitions with less-than-stellar results when the impacts of these changes on the overall system are overlooked.
What we understand as a project is clear and well defined: a clear objective, a set of related activities and a defined start and end date. Except when the project doesn't it. Getting project closure is important, but also can be elusive. Customers and sponsors resist closing out projects for a variety of reasons: because they are unsatisfied with the results, because they have further plans, or because there is more work to be done. At the same time, project managers and teams struggle with uncertainty, ambiguity and stress.
Issue management is a critical aspect of effective project management, but one that often gets overlooked or given less attention than is needed. While risk management is often perceived as being critical, it is in the management of issues that risks are actually identified and managed. Which means that ignore issue management is, well, risky…
It is never something that we like to face – but it is a reality that we often have to accommodate, despite our preferences to the contrary. When we are told to do more with less, and to scale down what it will take to do our project, what are our options? How do we approach it? How do we make sure that, when all is said and done, we have the bandwidth and resources to still successfully deliver what we are committed to?
As project managers we often have projects handed to us. We are often not involved in defining the compelling reason to make the change or do the project. Our involvement often begins with a: “Hey Sue, would you take this one on?” And off we go to plan and deliver the project, sometimes in a bit of a vacuum that can bite us along the way.
Join Mark Mullaly as he explores the promise and perils of adopting consistent practices, and provides practical guidance for the project manager on how to continue to function effectively in the face of organizational standards.