A project leader of a functional team, in late 2020, may encounter external stakeholders that may negatively affect aspirational guidelines that all PMs must strive to achieve. By nature of this type of organization, a PM has little or no formal power. How does a PM maintain the position of being fair, being factual with stakeholder raising conflict, defending himself/herself in a responsible manner, and respecting those stakeholders bringing negative (perceived or real) risks? In the process groups of initiation and executing, I plan to share also two to three examples from projects in the ASIC supply chain business experienced in the past (good, bad, ugly) in the in the initiation and execution areas.
1764 items found
Business as usual is dead. In this volatile and shifting market landscape, the only constants are change and technology. Traditional businesses are challenged with stagnant productivity, unpredictable growth and evolving business models. To define, create and deliver value throughout the customer value chain, businesses must leverage innovation, technology and growth mindset for fundamental change. Join Mr. Husain as he discusses his perspective to develop a transformation roadmap in the age of disruption.
As any Project Management professional would appreciate, Procurement Management is an important element of managing complex projects. Through this webinar/series of webinars, Manish will discuss important concepts of Procurement management like types of contracts, standard forms with a brief overview of FIDIC documents as an example, Instructions to Bidders (ITB), importance of independent estimates, change management, Extension of time (EOT), Payment terms, Price escalation, Suspension and termination of contract, types of securities, Force Majeure and finally dispute resolution. These concepts will be discussed with examples and case studies.
Most Agile frameworks, like Scrum, Crystal and XP, were conceived by developers for a small team of developers. With the inherent maturity of the agile concept, 'old' practices, such as Lean, were employed to scale Agile beyond a team of 5-9 software developers. SAFe and Disciplined Agile are good examples of augmenting Agile with Lean, at the cost of restricting agility to ensure scalability and financial viability. Some Lean practices, like Kanban, were re-discovered and are considered by some practitioners as the next agile step. Agile beyond software development is not necessarily as easy as you hear in conferences. In the trenches the famous 'mindset change' is both ways: Agile must also learn to accept other ways of doing things and adapt to the needs of non-technical teams.
Agile methods, including iteration and incremental thinking, can work very well to relieve stress and sustain resilience in the face of hard times, particularly due to COVID-19. Join this webinar to take away key strategies to manage emotional and mental health and stay happy, healthy, and productive.
Recently Gartner claimed that 80% of today’s Project Management tasks will be eliminated by 2030 as Artificial Intelligence takes over. Will 80% of today’s PMO tasks will most likely also disappear too? On the other hand, the Project Economy claims that the future of work is about projects. How will this impact the future of PMOs? Will there be a need for PMO's? And in which form? This session, founded upon some of the latest research and practical examples, will explore how PMOs can adapt to the new reality and move towards a more strategic role to survive.
Who can predict what program and project management will be like 10 years from now? What effects will artificial intelligence, the gig economy, and digital transformation have on programs and projects? “It's tough to make predictions, especially about the future'” said Yogi Berra. What I can do to help you is give your tools to prepare you for future program and project management job market.
This webinar provides a step-by-step guide to managing utility scale solar projects, including Power Purchase Agreement, Interconnection Agreement, and EPC Agreement.
A topsy-turvy world requires thinking that challenges the status quo and seeks smarter ways of deploying the well-known portfolio management mantra of ‘doing the right things’. The world’s economies will struggle to recover from the global COVID pandemic, meaning organisations of all sizes will need to focus on well considered and planned activity and the selection of initiatives that provide the most business value towards business objectives and ultimately strategic goals. However, post pandemic factors will be at play that will limit achievement of success. This presentation offers perspectives and challenges together with some suggested solutions that should be considered and acted upon to maximise portfolio success. These will fire your imagination.
The four knowledge cornerstones of project risk management are: • Project Management (how to run a project) • Earned Value Management (how to measure project performance) • Risk Management (how to identify and mitigate risks) • Subcontract Management (how to manage subcontractors) This Webinar addresses how to manage subcontracts. Many companies today subcontract out a majority of their work. As a result, the subcontract becomes a risk to the project. This Webinar focuses on how to select a subcontractor and how to monitor a subcontractor to minimize this risk. The Webinar will cover the subcontractor selection process, subcontractor planning considerations, and types of subcontractor changes. Subcontractor risk stories are presented as an example of how to avoid pitfalls.