You may have heard that “90% of a project manager’s work is communication.” But, have you heard why communication is so important and what is good project management communication? In this webinar, the presenter explains why communication is no longer just the transfer of information and giving directives to project teams. Modern communication theory is based upon creating shared understanding – “the coordinated management of meaning.” The presenter gives practical tools and methods for creating understanding among your project team and stakeholders. With understanding comes better project task execution and more support from project sponsors, customers, and stakeholders.
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Scaling Agile practices beyond software development teams and IT departments is a growing trend, and the Agile Enterprise is a reality rather than a goal. However, the transition from planned approach to Agile is a painful change, and PMO can provide support for Agile rather than be perceived as an archaic team supporting “waterfall”. Once the organisation decides to adopt Agile, the PMO should be the champion of the transformation process, providing support to the Project Managers with less experience with Agile delivery while ensuring that governance requirements are met. This webinar is a summary of the presenter’s experience in organisations transitioning to Agile.
Part two of a two-part series. Attendees will use real life examples to practice spotting strengths and will walk away with practical tools to use when working with stakeholders, team-members, sponsors and people outside their workplace too!
How can you structure your large, in-house software developers to make agility flourish? Traditionally, software development is organized into short-term project teams that draw from a pool of specialized talent. Developers often work on multiple projects simultaneously. The problem? Project delays often create lags that ripple across multiple teams, creating inefficiencies and frustration. Moreover, jumping from project to project forces our brains to switch gears, meaning we work harder to function at a lower level.
The importance of governance in Portfolios, Programs, and Projects (3P) is reflected in part by the development of standards for governance (PMI, 2016) as well as by the increasing attention being paid to governance in management/academic literature, and in practice. At the same time, organizations increasingly aim to improve their innovation capabilities, enabling them to survive in today’s dynamic, competitive environment. However, there is little guidance in research literature on whether and how 3P governance can be designed to support and promote innovation. The escalating importance of project delivery in organizations, especially for innovation, further highlights the need for better understanding of the relationship between governance, innovation, and success in 3P.
How much time do we waste thinking about, avoiding, or worrying about having a hard conversation and what does that do to your productivity? To your work relationships? You can have a "silent" conversation rattle around in your head for months if you avoid "it." Of IF the hard conversation you had goes poorly, you can have the 'I should have said this" conversation in your head. What if you learned how to have powerful conversations that led to better outcomes and stronger relationships? In the 1st part of this webinar, we will explore IF a conversation is needed, how to speak from a position of power, and delineate the types of conversations so you can better manage your emotions. I would recommend listening to my conflict resolution webinar so you have a foundation before launching into this discussion.
Building on the very successful webinar “Integrating Agile Techniques into Traditional Projects," Lynda Carter and Dave Davis will present creating visual and interactive communications to convey status and allow for feedback from your audience. We will focus on low tech/high touch means to tell a story and allow for stakeholder feedback. By having all team members contribute to the chart and take ownership of its content – everybody will have a better understanding of their purpose in contributing to the project benefits.
PMI launched the Talent Triangle with an objective of ensuring that on-going development should be balanced between technical, leadership and strategic and business management expertise. But what does that mean, exactly? And what should we be focusing on inside those overall categories? Most importantly, how can each of us build a development plan that is relevant and makes sense for us?
Find out about PMI’s fastest-growing certification: Professional in Business Analysis, PMI-PBA®. Explore the business drivers that are making this certification so valuable to both organizations and the individuals who earn it. Also learn what the requirements are for PMI-PBA certification and tips for applying past experience to count towards the required hours needed. Project professionals who already have the Project Management Professional (PMP®) certification will get perspectives on their project experience to help them capitalize on their PM-BA hybrid role. Attendees will come away with a clear idea of what the exam covers and tips for preparing for and passing the exam. The key resources, including the Business Analysis for Practitioners: A Practice Guide, and the PMI Guide to Business Analysis, will be discussed to help attendees understand what will be involved in their PMI-PBA journey. The session will include open Q and A from session participants with answers provided by the PBA-certified presenter.
Lessons Learned from the 2014-2016 Ebola Virus Response Project management is like building a house - the right way. What if the house was built on water in the middle of the rainy season? During an emergency response, that is what project management feels like. But who doesn't want to live on a house boat?