While many organizations use the final months of a given year to show gratitude for what they have and support for those in need, a company that practices charitable actions with its employees on a regular basis is one that truly proves its generosity and compassion.
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As organizations become more agile, the importance of effective and efficient planning becomes ever more crucial. Ironically, as that happens, the project plan as we know it will head the way of the dinosaur.
One global engineering organization took the bold step of making certification of all project managers a mandatory requirement for some 7,500 staff in 29 countries—a step not that common in the traditional, technically driven architecture and engineering industry. As this practitioner shares, the results of this change have been stunning.
With project management being a more diverse discipline than ever, what’s the right strategy for developing people into, through and beyond project management?
A change in work patterns toward more temporary roles is disrupting project management. The gig economy is moving from niche player to mainstream as millennials enter the workforce with different career aspirations—and organizations tap new labor markets and reduce headcounts.
The words “methodology” and “framework” are often used synonymously in project management environments. Let's clarify how and why they are different so that you can set a target for which approach and style make the most sense for your environment and organization.
Did you know that successful organizations advance their business and achieve maximum value through a shift in thinking...that they manage unexpected roadblocks, risks and market changes more easily when "being agile" becomes part of their philosophy? These concepts are explored in PMI's 2017 thought leadership, starting with the release of two Pulse in-depth reports.
This practitioner was asked by executive leadership to lead an assignment to improve the company's project delivery function. Creating a PMO and aligning activities to the company's strategy were important early steps in this improvement process. What he didn't anticipate was the proactive role that the PMO, once established, would later play in a feedback loop to further evolving company strategy.
Setting up a PMO for the first time? No project management experience? Learn how you can “wow” them! In Part 2, the author provides a step-by-step breakdown of setting up a PMO in 100 days and helps boost your chances of PMO success.
Setting up a PMO for the first time? No project management experience? Learn how you can “wow” them in 100 days! In Part 1, the author explores ways you can become a PMO leader, skills you need for the role and the mindset you need to apply immediately.