Global powers, government and business alike are taking climate change seriously like never before. What can we do as project managers to help the environment? Here are 12 practical ways that we can embed green practices into projects.
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As a project manager, you’re used to focusing on the project itself. That makes sense when it comes to hitting deadlines and making your budget. There’s a gap though. You might be hurting the organization’s financial sustainability.
Integrating and adapting into one company culture can seem immense. The changes are sure to be constant, but with these changes comes new opportunities allowing us to add value to our new organization. These three tips can help.
New perspectives on change management have significant implications for project managers. Identifying, understanding and aligning with them is the best way to meet stakeholder needs and enable project results delivery. Here are seven change management trends that will affect how project managers lead their projects.
What’s your definition of organizational culture? This practitioner has asked himself many times as he probes for a defining answer.
In The Project Economy, organizations recognize they need teams with a full breadth of perspectives and skills. And that requires true diversity. Read more in this PMI Pulse of the Profession® In-Depth Report.
The project management domain is full of evolving terminology and buzzwords. Just as we get comfortable with the latest acronyms, new vernacular emerges. One writer called on a colleague to learn more about being a Green PM and pursuing sustainability in project management.
Spiritual intelligence is considered by some as an essential component of both personal and professional development. This article discusses how project managers can tap into team members' spiritual intelligence to create close ties to the project and improve creativity, motivation and performance. It explains the concept of spiritual intelligence and details how it is related to Abraham Maslow's hierarchy of needs. It shows how organizations that use bottom-of-the-pyramid motivational levers run the risk of inadvertently keeping their employees at the wrong end of the motivational spectrum. The article then explores how spiritually intelligent team members identify with and feel engaged by the broader mission of their organization. It overviews Danah Zohar's book SQ: Spiritual Intelligence, the Ultimate Intelligence and explains how negative drivers such as fear, greed, anger, etc., often lead to destructive behavior, while project managers who lead according to spiritual intelligence result in more positive behaviors. The article concludes by listing do's and don'ts when tapping into teams' collective spiritual intelligence. Accompanying the article is a sidebar listing the 12 indicators of spiritual development.
IT projects that aim to protect at-risk species must navigate the world's most unpredictable terrain—and sidestep potential pitfalls.
One of the world's biggest oil powers looks to sustainability to secure its future.