While uncertainty is incredibly uncomfortable, it is possible to manage through it. Personally, collaboratively and organizationally, there are strategies that we can employ to recognize, assess and navigate the challenges around us.
564 items found
During this pandemic, businesses need to be prepared to balance the health and protection of their employees while continuing to serve the needs of their clients. This practitioner shares his practical approach as a PMO head, which may help the project management community during these uncertain times.
The impact from COVID-19 has been swift and, in many cases, dramatic. Even so, projects that deliver meaningful results must stay on track. What can you do to keep those meaningful projects on track? Here are five simple yet effective actions you can take.
A lot of projects are on hold right now, but what happens when they need to get restarted? There are a number of things we can do to make the ultimate resumption and recovery of our projects easier for all involved.
With the PMBOK® Guide as the foundation, organizations can build their project methodologies to meet their specific business needs. The focus in this article is on the fundamentals of project execution. All of these elements are interdependent and take time and effort to build. Principled execution is the goal for our customers and ourselves.
Sharing only single-outcome estimates of the future fails to convey project risk, uncertainty and the project team’s nascent project knowledge. A far better approach is to use visual signals to help project sponsors sense the uncertainties that they and their project teams face.
In this article, the author shares three common mistakes that can make your risk management effort completely useless, if not counterproductive.
To brush up on your project technical skills, it's time to explore a few timeless skills: time and resource estimation; 2. risk management; and 3. scheduling. These skills will help you improve your performance, or challenge the adequacy of the plans developed by your team.
You’ll never meet a project manager who thinks risk management is a waste of time, but much of the risk management that’s happening is just that—a waste of time.
As one of the core technical components of the PMI Talent Triangle®, lifecycle management walks us through various project phases before it finally culminates with the termination phase. What is the best way to manage this when project closure is abrupt?