Page: 1...... 137 138 139 140 141 142 143 144 145 146 147......154 <prev | next>
Through this webinar we'll take a deeper dive into the hard metrics (quantitative) that should be tracked at the Team, Program and Portfolio levels.
This webinar for project managers focuses on being your best in both your leadership and your followership roles, as well as, bringing out the best in your teams by coaching for both leadership and followership. The facilitators offer a host of ideas and practical advice from their exciting new book Leadership is Half the Story: A Fresh Look at Followership, Leadership and Collaboration (University of Toronto Press, 2015).
Decades of researches show that Emotional Intelligence is key to success. For Project managers, with their success being dependent on other people, the constant development of Emotional Intelligence becomes crucial. This webinar shows simple concepts and actions that every project manager can take to develop and apply Emotional Intelligence in projects and also better understand stakeholders' feelings, emotions and behaviors.
An avalanche of emails. Too many meetings. Competing deadlines. Conflicting personalities. Managing projects in an increasingly complicated and ambiguous world is highly complex and extremely stressful. This session will help you work smarter, be more focused and productive, stay cool under pressure and perhaps help you live longer.
Description: PMI® Global Congress 2015 - EMEA key topic take-a-ways: A spotlight on Leadership Please join us and continue the conversation with presenters from PMI Global Congress 2015 – EMEA. During this webinar we’ll explore best practices, key takeaways and lessons learned from innovative and transformational Leadership sessions. Don’t miss this opportunity to virtually meet the presenters and get a glimpse into their post-conference highlights and teachable moments from PMI Global Congress 2015 – EMEA.
Reschedule from May 21, 2015. In this webinar, Mark Mullaly explores the challenging but important topic of organizational change management. He explores how the discipline of change management has evolved, and what is expected to successfully manage organizational change. Most importantly, he explores the answers to the fundamental questions regarding projects that deliver change: Where does it fit in the process of project management, how does it work, and whose job is it anyway?
A recurring challenge for projects is the delivery of outcomes that meet stakeholder expectations. When outcomes do not produce expected results, the associated implementations that delivered those outcomes will likely be viewed unfavorably. Requirements definition is a well-known technique for specifying project deliverables and outcomes. Incorporating requirements definition into project phases can significantly improve the chances that the outcomes will meet expectations, and the associated implementation will be judged a success. Attendees will walk away with learning how to define requirements before project starts to improve project and outcome success, how the project charter contains the business analysis, and more.
PMI® Global Congress 2015-EMEA key topic take-a-ways: A spotlight on Business Analysis and Requirements Management Please join us and continue the conversation with presenters from PMI Global Congress 2015 –EMEA. During this webinar we’ll explore best practices, key takeaways and lessons learned from Business Analysis and Requirements Management sessions. Don’t miss this opportunity to virtually meet the presenters and get a glimpse into their post-conference highlights and teachable moments from PMI Global Congress 2015 –EMEA.
Programs and projects are done for customers, whether internal, external, or hidden, and in our work, we need to actively engage customers to focus on them for business value. Our goal is to anticipate customer requirements and involve customers from the beginning and after program and project completion.
Modern leaders and managers increasingly recognize the importance of being able to influence people over whom they don’t have formal authority. Because authority is becoming an ambiguous concept, contemporary leaders can no longer simply tell others what to do, particularly when facing common issues such as: - Working across departments in a matrix and flat structure, where authority and responsibility are unclear. - Working across cultures in multi-site or multinational organizations. - Managing projects across national boundaries. - Managing cross-functional and cross-cultural teams located in different countries. - Trying to get ideas accepted upward and across organizations.
Page: 1...... 137 138 139 140 141 142 143 144 145 146 147......154 <prev | next>
|
"We don't like their sound, and guitar music is on the way out." - Decca Recording Company, rejecting the Beatles, 1961 |
