13 items found
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presentation
by Ralf Müller, Nathalie Drouin, Shankar Sankaran
Leadership in projects is dynamic and alternates between actors. This presentation on the award-winning study of leadership reality in projects and its resulting theory of balanced and horizontal leadership outlines project-specific approaches to leadership. These include temporary appointments of horizontal leaders, as well as the dynamic assignment (i.e., the balancing) of leadership authority to the best possible leader in different situations. To that end, it outlines a framework including recently identified types of leadership and their situational contingencies. This includes the five events that make up horizontal leadership in projects. These are nomination of team members, identification of potential leaders, selection and empowerment of leaders, empowered leadership and its governance, as well as leadership transition. Moreover, the presentation addresses the coordination of these events through the socio-cognitive space, and the dynamic assignment of leadership authority to the best possible leader at a time, which is known as balanced leadership.
presentation
How to balance a project that is failing to meet its cost, time or quality objectives.
presentation
A project management office (PMO) is an organizational commitment to sound project management principles. This presentation illustrates why.
presentation
by Dave Garrett, Keisha Lewis, Kara Austin
Today’s AI tools can be as effective as any human partner in providing a different perspective and great ideas that fit well with your own or your team’s. However, you really need to know how to talk to it – to bring the tool into the conversation productively. In this webinar we will explore using both ChatGPT and a task-specific AI Meeting tool to brainstorm. We will cover challenges and insights in conversation with regular users of these tools - then engage the audience to better understand their experiences.
presentation
by Scott Bain
When writing Acceptance Tests, we respond to requirements and essentially turn them into scenarios that can be specified, tested, and then implemented. However, sometimes requirements are stated in a way that make the scenarios too large for effective testing and development. This webinar will investigate why this is, suggest techniques that can be used to decompose them into smaller scenarios, and demonstrate this using a real-world example of a complex business rule.
presentation
How much will this project really cost? A realistic budget is key to keeping control of the project. Here's how to put one together.
presentation
Hop on the path to increased profitibility with this presentation, designed to make your offshore decision easier.
presentation
by Anna Wiewiora, Ashley Forsyth
Project learning is a vital prerequisite for innovation as it directly contributes to project and organizational capability development. As more organizations become project-based, there is an emergent need to understand how these organizations can overcome challenges of disruptive learning cycles caused by project temporality and employee mobility. Project learning occurs on the individual, team, and organizational level. Individual learning happens through intuiting and interpreting, learning by doing, experiencing using metaphors and cognitive maps. Team learning occurs through the integration of individual learnings, which result in shared understanding and mutual adjustment of mental models.
presentation
by Cheryl Lee
As published in PMI’s Pulse of the Profession Reports, poor requirements is consistently one of the top
reasons why projects fail. Whether it be missing requirements or incorrect requirements, some of the
blame can be attributed to poor elicitation practices.
presentation
Attendees of the webinar will gain a good understanding of how to work with business analysts and coordinate stakeholder management activities to achieve better project outcomes.
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"I do not know anyone who has got to the top without hard work. That is the recipe. It will not always get you to the top, but should get you pretty near."
- Margaret Thatcher
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