Being a strong Project Manager takes more than a solid set of project management skills. In this discussion, you’ll learn about a balanced approach to project management that has been found to be successful as a project management and change management consultant. Because the very nature of projects is to introduce change, it is increasingly important for those that lead projects to have effective interpersonal skills. You’ll hear some of the findings from the latest research on people skills, and you will receive a list of several actions you can take to increase your effectiveness as a Project Manager. We’ll also briefly touch upon some critical technical and business skills which round out the tool chest needed for impactful assignments. Whether you are in a role of internal or external consultant, with a balanced approach, you’ll have a greater chance for obtaining better project outcomes
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Organizations increasingly make use of contingent workers in a variety of projects. The talents of these contingent workers often play vital roles in the success of projects, but the human resources implications are important to consider. In this webinar, we will discuss a variety of issues affecting the use of contingent workers.
Control Freaks, Queen Bees and Workplace Saboteurs: Preventing, Managing and Eliminating your Project Nightmare
Research shows that more than 70% of workers have been impacted by disrespectful workplace behavior. Disrespect comes in many forms: rudeness, sabotage, gossip, bullying, harassment, ignoring, demeaning, controlling and the list goes on. Regardless of the type, bad behavior poisons the work environment. Its impact is enormous: disengagement; loss of creativity and productivity; and sick leave, benefit and turnover costs. It not only creates dysfunctional workplaces, it can impact your project, clients, reputation and bottom line. Fortunately, there are many proactive, preventative measures that you can take to manage disrespect. With many tools and an action plan, everyone in your workplace can create an effective strategy to prevent, manage and eliminate your workplace nightmare.
In this Conversations series, Arjun Jamnadass explores entrepreneurship and no-code with Max Mirho. How can no-code be used for building new companies? Did you know there are over 400 (and growing) no-code software platforms out there? Max Mirho of Entrepenerd and Arjun Jamnadass, interim Managing Director of Citizen Developer at PMI had a wide-ranging conversation about no-code, entrepreneurship and citizen development.
In this Conversations series, Arjun Jamnadass explores citizen development with Derya Sousa. Derya Sousa, IT specialist and cofounder of Kianda Technologies, and Arjun Jamnadass, interim Managing Director of Citizen Developer at PMI had a wide-ranging conversation about citizen development and how it can empower the business user to deliver solutions with support from IT.
In this Conversations series, Arjun Jamnadass explores citizen development with Sarina Arcari. Sarina Arcari, Founder and CEO, Arcari Solutions, and Arjun Jamnadass, interim Managing Director of Citizen Developer at PMI had a wide-ranging conversation about citizen development and how to forge partnerships between business and IT leaders. Sarina shares her experience of citizen development and how she and her team worked to deliver digital transformation.
In this Conversations series, Arjun Jamnadass explores citizen development with Liam Ó Móráin.
In this Conversations series, Arjun Jamnadass explores citizen development and information security with Chris Basener. Why does information security matter to citizen development? And how can citizen development help with information security? Chris Basener, Information Security Management Consultant and Arjun Jamnadass, interim Managing Director of Citizen Developer at PMI had a wide ranging conversation about this.
Coordinating Knowledge Work in Multiteam Programs: Findings From a Large-Scale Agile Development Program
Software development projects have undergone remarkable changes with the arrival of agile development approaches. Although intended for small, self-managing teams, these approaches are today used for large development programs. A major challenge of such programs is coordinating many teams. This case study describes the coordination of knowledge work in a large-scale agile development program with 12 teams. The findings highlight coordination modes based on feedback, the use of a number of mechanisms, and how coordination practices change over time. The findings can improve the outcomes of large knowledge-based development programs by tailoring coordination practices to needs over time.