In this powerful presentation, leading author, presenter, and risk management expert Carl Pritchard walks you through 5 more risk management traits your organization should cultivate, and explains how to do it. * Learn about the importance of concrete risk tolerances, and when to consider softening them. * Know when to run the numbers, and when to ignore them. * Discover how to predict your project's future by watching the present and the past
236 items found
PMO’s that fail to deliver business value usually have lack of organizational support. Not defining the tangible results with a consistent time line or not having de facto power over projects, teams, processes or organizational enablers or PNO’s that do not address the portfolio management processes are quick ways to make PMO’s little more than administrative offices for projects. For the organization to survive and prosper, it is mandatory to choose the right projects and programs, which is more that to manage them rightly. But, reporting to a project director that is a manager of the project managers or to some functional manager that mostly wants administrative and cost issues solved is not a way to promote the strategic PMO’s. And the proper control system as to be in place, supported on solid, integrated and fully comparable methodology that EVM provides.
The project management field out there is pretty crowded out there. Its no longer enough to be just really good at what you do. You have to be more. It’s no longer build it on time, on scope and budget. You have to add value over and above the normal requirements of project managers. So how do we add value? How do we stand out in the crowd? How do we get recognized in this very crowded field? Our speaker will get us thinking about what we can do to innovate our careers and get to the next level.
Our world has always been changing, but most of these changes have taken place progressively, sometimes over several generations. Not anymore. Changes are occurring within one generation; often several at a time. We need to change how we evolve with these challenges, how we envision our own personal future.
The disruptive forces of Artificial Intelligence (aka AI) are bearing down on project managers. Today, machines are able to analyze larger data sets and adapt faster than humans could ever imagine.
Cybersecurity as a discipline should not be a foreign concept to project managers regardless of industry, size of the project in terms of complexity or costs, or size of the organization. This session shows how cybersecurity processes align with the PMI Talent Triangle’s project management skills and arms project managers with an approach for ensuring less exposure to cybersecurity threats.
A short time ago, drones flew onto the world stage and have not slowed down since. Hardware and software advances expand drones’ capabilities (including being controlled using hand gestures) and increase their use and business value. Drones have and are creating a number of issues and opportunities.
Talent & Technology Symposium 2018: Preparing Project Managers in Driving Industry Innovation through Digital Transformation
As our accessibility to data increases, interactions with robotics and developments in advanced technological fields have ushered in a new era that is disrupting business, creating innovative industries and altering labor markets. The Fourth Industrial Revolution has initiated a digital transformation across industries requiring organizations to utilize technology and data for strategy development through competitive project delivery.
What should you understand regarding the technical aspects of blockchain from a project manager’s perspective? This session will help you better understand the key questions and go beyond the basics.
In the modern workplace, much emphasis is placed on technical skills and knowledge. However, with the onset of advanced technologies, soft skills are becoming more and more critical to maintaining clear communication and positive human interaction on project teams and amongst stakeholders.