What does your daily work have in common with combat? It's more than you might think--and not as bad as it sounds.
TOOLS TRAINING LIVE WEBINARS USER-GENERATED
|Language:||All English Arabic French Japanese Korean Portuguese Romanian Russian Spanish|
|Access:||All Free Premium|
|All A B C D E F G H I J K L M N O P Q R S T U V W X Y Z _ ‘ ’ “ ¿ É|
1251 items found
Though most U.S. and Canadian enterprises are not fully satisfied with their collaboration and communication technologies, their planned investment in this area signifies a growing awareness of the impact digital collaboration has on key performance factors.
Should project managers simply assign tasks to developers and ask them to wake them up when the tasks are done? A second look at Parkinson's Law had this author wondering.
While most companies rank collaboration as a top priority, many fail to strategically capitalize on widely available technology to support and encourage better team communication on projects.
A program manager must monitor progress on the projects that make up the program without treading on the toes of project managers. How do you walk that tightrope?
Team trust is the most vital aspect of project success. If you can be anything to your team, be consistent.
The American retail giant can credit much of its success to innovation, project management and a visionary's eye to smartsourcing.
The megacorporation surprised the world when it mobilized its mighty resources to help New Orleans survive Katrina’s wrath.
Project management does not need to be complex or complicated to offer value to an organization. In fact, keeping it simple can be a critical factor in developing a project management competency that, over time, becomes part of the organizational culture. And a project management office can be the conduit to make it happen. The PMO director of Harvard Pilgrim Health Care shares her organization’s story.
One day it hit this writer like a ton of bricks: We’re really not doing pure agile because…we really don’t want to be doing pure agile! With that epiphany, the realization of what the problem was became that everyone was focused on wanting to do what they thought was pure agile--at the expense of being agile!