Page: 1 2 3 4 5 6 7 8 9 10 11......49 next>
Sometimes good projects can fail or stagnate. Introducing the risk of change to a project can revitalize it for success. This article will focus on the 10 steps that should be taken to successfully reboot a project and ensure optimal performance and deliverables.
Project managers need leadership skills—specifically emotional intelligence (EI)—to augment technical expertise. But agile thinking, leadership and EI skills are just one facet of project success. Businesses need to invest in project management processes that are agile to respond to the changing needs of the organization.
A new organizational model with a dedicated project management office and alternate roles can offer multiple benefits to deal with increased scale and diversity in the execution of projects. Learn how these new roles can provide opportunities to bring about positive change for enterprises large and small.
What are cognitive biases and how could they be impacting your decision-making process? As a project manager, you need to be able to separate "fact" from "feeling." Here are eight of the most common biases that individuals will encounter, in addition to the best ways to defeat them.
Why would you want to use an ancient Chinese war strategy to manage a project? It can provide a different perspective on project planning and making tough decisions, and it enhances your cross-cultural understanding. And by using this ancient analogy, you can gain insight in a more amusing way!
Technical risks, actions or events that may impact project success after delivery can be addressed during implementation if properly anticipated in the project design phase. This discussion explores one mitigation strategy that enabled improved financial results and increased customer satisfaction.
A program map is a diagramming technique used for showing the relationship between various components (usually operations and project-type activities) of a program and program events plotted against time. Program maps, when properly constructed, can convey a lot of information that stakeholders can easily absorb.
The engineering and construction industry is transforming from a document-driven to a digitally driven sector. Besides the physical assets delivered, managing project data and information is essential to providing better quality deliverables, cutting costs and controlling risks.
We all have an agile team in our minds whenever we take on mastering any new process. Parts of your mind are similar to a product owner, a scrum master and a development team. If you can organize a team with agile, could it not also work with organizing your mind?
It may seem counter to the “rules” of agile, but distributed, telecommuting agile teams can be more effective than their colocated peers—and most of what you have to do to be successful are things you should already be doing.
|
"Time is an illusion, lunchtime doubly so." - Douglas Adams |
