Navigating Conflict
byWhen two people are working together, there are going to be disagreements. Project teams are no exception, but there are good ways to navigate this conflict without completely derailing the project.
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Navigating in Uncertainty: A Survival Guide
byWhile uncertainty is incredibly uncomfortable, it is possible to manage through it. Personally, collaboratively and organizationally, there are strategies that we can employ to recognize, assess and navigate the challenges around us.
Navigating Life's Passages Using Project Management
byWhile learning how to navigate the Inside Passage to Alaska on a rebuilt wooden boat, this project management professional picked up five points to keep in mind when navigating important projects through their own passages.
Navigating Project Complexity to Build Resilience in International Development Projects
byThe PMI-funded research project seeks to explore what makes international development projects complex to manage and how to identify adaptive approaches to build resilience within the project ecosystem, enabling recovery from disruptions to improve project success.
New PM Practitioners: The Journey Begins
byCongratulations! You’ve made it into the ranks of project management practitioners! This seasoned practitioner shares some of the crucial lessons he has learned over the years to help you on your exciting journey.
New Practice Guide on Complexity
byA new guide from Project Management Institute helps practitioners and organizations understand and address complexity in projects, including sections on alignment, behavior, standards and developing an action plan.
New Problems, Old Project
byIt never fails--at the end of the project, a whole lot of problems start cropping up. Tracking these problems in the flurry of activities occurring at the end of a project can be difficult. How can you handle these appropriately?
No Risk Is An Island
byRisk cannot be be managed in a vaccuum. It must be aligned with an organization’s strategic goals, and roll down from the portfolio to programs and projects. Here is an example of how a company’s goal to increase market share might impact risk at the project level.
Normalization of Deviance: How Otherwise Qualified Individuals Miss Warning Signs
byThere is always pressure to remain on schedule and under budget. But ignoring risks to achieve a deliverable can have catastrophic consequences. The author looks at some infamous worst-case examples of operations that ignored those risks, but the road map used to create them is just as applicable to less-critical scenarios related to managing risk within any environment. What can we learn from this?
(Not Enough) Risky Business
by…a.k.a., “You Don’t Know What You Don’t Know” or “A Treatise on How to Improve Spotting Risks on Your Project”. Quantifying the potential for that danger isn’t always easy for a lot of project managers. But here are some ways that you can improve the odds. (Cue Tom Cruise and Bob Seger!)
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"If you havenÆt got anything nice to say about anybody, come sit next to me." - Alice Roosevelt Longworth |
