The topic of Game Theory is often presented or thought of as being highly complex. It doesn’t have to be.
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When people ask what you do every day as a project manager, do you reply “I get things done”? That is your job, but how do you get things done? The most effective project managers use their skills in leadership, technical project management and strategic and business management. In this webinar, you will hear from practitioners who have been published in PM Network® magazine’s Getting It Done feature and republished in the Getting It Done compilation book.
Identifying risks that are not related to the project is a common mistake, leading to incorrect analysis and poor responses. The end result is that risk management is frequently adding more waste and inefficiency instead of helping to increase project success rates.
Earned Value Management (EVM) is a central business process capable of delivering insight into cost and schedule performance that lead to more effective and efficient program management results. Guiding principles will be shared to relate front-end project management processes to important experiences of EVM adoption.
Project managers often struggle to reach success at work because of their limited formal authority. Presenter Bruce Harpham, PMP will discuss how to overcome this obstacle by exploring different tips and techniques, discussing the importance of organization, and how this can enhance your reputation.
We’re making changes to both the Standard for Project Management and A Guide to the Project Management Body of Knowledge (PMBOK® Guide) to reflect the range of different project approaches and your need for flexibility. We’ve heard questions about how the 12 principles evolved for the Standard for Project Management and how we developed the Guide to the Project Management Body of Knowledge. We’re here to answer them.
Getting Under the Hood of the PMBOK® Guide – Seventh Edition Part 2: Understanding Changes to the Guide
Join us for Part 2 of the "Getting Under the Hood" series to see how revisions for A Guide to the Project Management Body of Knowledge--Seventh Edition more inclusive and easier for you to use.
The importance of governance in Portfolios, Programs, and Projects (3P) is reflected in part by the development of standards for governance (PMI, 2016) as well as by the increasing attention being paid to governance in management/academic literature, and in practice. At the same time, organizations increasingly aim to improve their innovation capabilities, enabling them to survive in today’s dynamic, competitive environment. However, there is little guidance in research literature on whether and how 3P governance can be designed to support and promote innovation. The escalating importance of project delivery in organizations, especially for innovation, further highlights the need for better understanding of the relationship between governance, innovation, and success in 3P. Governance is of increasing importance for 3P success from an organizational perspective, and multiple studies have highlighted the need for it to be appropriate for the environment. Large-scale studies show that effective oversight by executive management promotes and nurtures innovation. However, some studies also suggest that this could also cause negative tension, as innovation requires flexible and adaptable approaches. To better understand innovation as applied to 3P, and how governance approaches can be tailored for best outcomes, we conducted an in-depth, exploratory, multiple-case study. This report outlines the background, our research question, our methodology and our main findings. We also identify the outputs of this research that are designed to disseminate the findings to both academic and practitioner audiences. We emphasize our implications for practice, providing guidance to industry for the development of governance approaches to best support innovation in 3P.
Cast aside notions of fakery and pretence, gravitas goes deeper than that, much deeper. You don’t have to look serious to be taken seriously. But, you cannot afford to leave it to chance, because making the right impression will accelerate your deliverables.
Career advancement is dependent on the leadership role one can play effectively on a project. One needs to understand that the leadership starts from self-development and self-leadership that added skills to help with team management and reaching desired outcomes.