Stakeholders are not all created equal, but that’s often how project management is taught. If you are a stakeholder supporting a new project manager, there are a number of things you can do to make life easier.
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As a new project manager with a team that finds itself working remotely, how do you establish yourself as a leader? It all ties back to truth, openness and understanding.
One of the misconceptions a lot of new project managers have is the idea that teamwork is something that is only required some of the time. That’s not real teamwork. We must learn to create the environment and let the work happen.
Many project managers don’t think they have any accountability in contract management because their organization has a procurement of contract management function. Nothing could be further from the truth.
Need help on your first big work project? PMI Kickoff is a free digital learning tool that helps accidental or informal project managers kick off successful projects—from start to finish—in just 45 minutes.
As a new project manager, it’s important to know what will make you successful. And that isn’t necessarily what you think it is. If it’s not the success of the project that’s most important for new PMs, what is their priority?
The "college touch" creates an opportunity to reach a broader audience, attract new talent, encourage PMI certification and engagement, and build a more robust global workforce. Here are seven tips for how you can reflect the values and experiences of college students, emerging professionals and incoming PMs.
If one of your team members asked you, “Why are we doing this now?” could you provide a complete and accurate answer? Some projects are simple and straightforward, and their purpose seems self-evident. But is that really the case?
Through various interactions with business professionals, this practitioner has learned some valuable lessons during his career as a project manager. These tips can help new PMs—and provide a good reminder to seasoned pros.
With all of us coming to terms with remote working, some interactions are more challenging than others—and performance management is one of the toughest. How can new PMs in particular approach these potentially uncomfortable conversations?