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.
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In this installment of the Discover PMI – Ask Us Anything Series, we will provide an overview of Agile Insights: Everything You Ever Wanted to Know About Agile at PMI. Agile, agile everywhere. It’s a buzzword. It’s a mindset. It’s a framework. Or is it? Dig into what’s happening in different industries and around the globe with respect to agile approaches and practices, successes and challenges. And what is PMI’s position on agile? Spend some time with PMI staff who think about agile all day, every day. Hear what’s new, what’s hot and what’s next, plus ask those burning agile questions.
Managers, team leads and individual contributors are often asked to "coach" another. No one really knows what it means. Coaching… Calling the Right Play is a very specific, skill-based approach to what is now required for every leader at every level. The approach works with individuals, teams and colleagues. Attendees will no longer be ill-equipped to have crucial conversations with colleagues, team members and direct reports. They will feel empowered to take charge and coach for performance. Leadership skills are not innate. This webinar provides practical “plays” with interactive exercises so that attendees can learn how to apply the skill in work scenarios.
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.
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.
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.
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.
The hallmark of a great leader is her / his ability to help each and every member of their team grow to the absolute peak of their potential. This presentation discusses a practical approach to helping our team members develop their most desired important leadership qualities and skills
The presentation is structured in two main parts. The first part provides a description of current practice and tools as applied in the program and portfolio domains. The case study is introduced and analyzed using currently available tools. These tools allow us to evaluate some of the costs and to forecast benefits. The inadequacies and limitations of this type of analysis are presented. The second part is devoted to describing an original and powerful set of additional techniques for addressing these inadequacies and for extending understanding and control across the entire lifetime of a program or portfolio. These tools provide business management with a complete view of how the components interact across the program or portfolio, and to forecast how the corresponding costs and benefits develop across each phase of the work. This leads to the definition of a consistent set of reliable indicators for end-to-end benefits performance management. At each stage, the logical basis for the corresponding algorithms is explained and the techniques are applied to the case study.