23 items found
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PREMIUM presentation
by Gary Monti
Learn to quickly assess a project’s viability using a three-step approach. First, learn how to determine where the project falls on a spectrum ranging from simple to chaotic. Second, learn the organizational balance needed to move the project forward based on where the project is on that spectrum. And, finally, learn the organizational changes needed as you move the project towards simplicity and success. It all boils down to one question.
PREMIUM presentation
by Gary Monti
During this webinar, a method will be presented for rapidly determining the political viability of a project. This method indicates where changes may be needed to increase the probability of project success.
PREMIUM presentation
by Dan Furlong, PMP, PMI-ACP, MBA, CSM
If it weren’t for people, projects would be easy! Getting the team to act as one is challenging. This presentation from the PMI Global Congress 2014 in Phoenix will help you all trust each other, stick together and achieve project success.
PREMIUM presentation
by Jodi Wilson, Joshua Ramirez
Why wouldn’t we design project management processes around the human brain? People run projects, people are part of projects, and people influence project success. Economics, finance, and supply chain management have recognized the human factor by embedding behavioral sciences throughout their technical disciplines. Now, it’s project management’s turn.
PREMIUM presentation
by Hanan Mohamed
As project managers, you are also leaders, and your ability to make good decisions, drive growth, and promote positive change is crucial. Reflective leadership can help you achieve these goals. Implementing reflective leadership involves creating learning communities that encourage leaders to reflect on their experiences and promote dialogue, openness, and a culture of reflection. Models such as Gibbs' reflective cycle, T-Group, and Action Learning provide practical ways for leaders to engage in reflective practice, learn from their experiences, help improve decision-making, foster growth, and promote social change.
PREMIUM presentation
by Antonio Nieto
Recently Gartner claimed that 80% of today’s Project Management tasks will be eliminated by 2030 as Artificial Intelligence takes over. Will 80% of today’s PMO tasks will most likely also disappear too? On the other hand, the Project Economy claims that the future of work is about projects. How will this impact the future of PMOs? Will there be a need for PMO's? And in which form? This session, founded upon some of the latest research and practical examples, will explore how PMOs can adapt to the new reality and move towards a more strategic role to survive.
PREMIUM presentation
by Antonio Nieto
Project management methods have tended to be too complex to be easily understood and applied by non-experts. The pivotal assumption has been that documenting every aspect of a project in detail will provide a high level of control of the planned activities during the implementation of the project. Many project managers ended up producing massive numbers of documents and swathes of paperwork, leading to an overall feeling that the role was primarily administrative. In contrast, widely used management disciplines are often linked to a few simple frameworks that can be easily understood, and applied, not only by managers but also by the majority of individuals. Porter’s Five Forces and value chain analysis help to make strategy a key area for every organization to apply.
PREMIUM presentation
by Antonio Nieto
Knowing when to start a project is a key factor in its success. And yet it’s a strategic talent very few companies have developed. If you begin a project too soon, chances are high that the project will miss its deadline — if it doesn’t fail outright. Yet, there is currently no management framework available to help executives or individuals with the vital decision of when the right time has arrived. This webinar is based on my joint HBR article with Whitney Johnson, author of Disrupt Yourself.
PREMIUM presentation
by Robert Putrus
Managing GRC is increasingly challenging due to complexities and regulatory demands. Current GRC challenges involve rapid regulatory changes, technology integration, and global complexity, requiring resilient strategies for compliance, risk management, and governance. A resilient GRC model leverages technology and data analytics for proactive risk identification and response to regulatory shifts. Granting autonomy to GRC functions, particularly emphasizing enterprise-wide compliance, enhances resilience, and adopting a comprehensive model aligns risk management with business objectives, streamlining processes and improving decision-making
PREMIUM presentation
by Robert Putrus
Managing GRC is increasingly challenging due to complexities and regulatory demands. Current GRC challenges involve rapid regulatory changes, technology integration, and global complexity, requiring resilient strategies for compliance, risk management, and governance. A resilient GRC model leverages technology and data analytics for proactive risk identification and response to regulatory shifts. Granting autonomy to GRC functions, particularly emphasizing enterprise-wide compliance, enhances resilience, and adopting a comprehensive model aligns risk management with business objectives, streamlining processes and improving decision-making
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"Judge a man by his questions rather than his answers."
- Voltaire
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