Monitoring a real-time skills inventory of your organization is critical for staying on top of your organization’s current and projected skills needs. It takes more than a compilation of old resumes or outdated competencies. These eight empathy habits can help.
If startups move like jet skiers, large organizations move like supertankers—they require time to change direction. In today’s world that’s a problem. Can big entities adjust and adapt faster? Can they truly embody organizational agility?
High-pressure environments often stoke anxiety on both the individual and team level. Project leaders must be alert to the ways this unease can poison team collaboration, including siloed behaviors, risk-aversity and rigid thinking.
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We start the new decade with a bang as we present the 13th edition of our annual virtual conference and exhibition! Whether you’re a seasoned PM or new to the field, PMXPO provides an excellent opportunity to learn, network, earn PDUs and broaden your perspective on project management. This year’s show is headlined by keynote speaker Cara Brookins, a bestselling author who rebuilt her broken family by building her own house watching “how-to” videos on YouTube.
In OCM, the most common mistake is to focus only on transitioning to the new systems or processes and not on the people. People are the single most important factor that drives successful change adoption. Organizations that fail to deliver their strategic initiatives often find the lack of stakeholder involvement and engagement counterproductive. Stakeholders view proposed changes through their beliefs and perceptive filters. During this session, learn the difference between change and transformation and why the latter is preferred. You will also learn about the different leadership and OCM practices to engage in through the project phases and which to avoid. Learn how to move from the abstract to the “why” and then on to the concrete “how” we’re going to change and drive successful project outcomes.
The design of governance systems of collaborative relationships should aim for resolving institutional complexity, which further improves organizational resilience for IOPs. By adopting a sequential qualitative-quantitative approach, we conduct research based on empirical evidence to address the issue of resilience of IOPs under institutional complexities. Consequently, this research broadens the perspectives of earlier studies by proposing a shift from focusing on operational conflicts to institutional conflicts and has identified a dynamic stakeholder engagement strategy toward improved resilience. This novel perspective is better aligned with practical reality and provides a comprehensive theoretical framework of governance for improved resilience in the face of institutional complexity.
In a bid to embrace agile trends, organizations are rushing to implement agile practices rather than adopting an agile mindset. In this interactive session, Dr. Helen Uzamere will elucidate the difference between "Being Agile" and implementing agile practices, such as Scrum, XP, Kanban and demonstrate why an agile mindset, not practices, drives successful projects.
How do we ensure that project managers can be empowered to drive the decisions that organizations need—while still being supported by those organizations? And how can that be achieved in an environment where leaders can drive overall strategy without having to be involved in every key decision?
Organizations can’t succeed without an effective strategy, but strategy alone won’t deliver successful outcomes. And not all organizations are acknowledging that fact.
The more your organization can reduce distracting stressors on project teams and individuals, the easier it is for everyone to engage effectively in the work at hand.
As companies increasingly develop and adopt AI technologies to gain competitive advantage, the need to assure absolute trustworthiness in their products and services becomes paramount. What actions are organizations taking to make ethical artificial intelligence a reality?
Have you discovered the cultural DNA of your team—and yourself? Program leaders must seek cultural understanding and expertise to achieve their ultimate purpose in a world that continues to get flatter, smaller and more connected.
In the webinar Fighting Impostor Syndrome as a Project Manager, we got help identifying when impostor syndrome happens, recognizing the different types—and overcoming it. The webinar was so successful that the presenters now continue the conversation by answering more of your questions.
To build a competitive edge in attracting, hiring and retaining talent, organizations must rethink long-established recruiting and work practices. The most attractive organizations are human-focused, trust-based and inclusive. Does your organization have a long-term, skills-focused talent strategy?
There is a welcome focus on wellbeing in the workplace these days, but we need to ensure that expectations are realistic for everyone. It doesn’t always happen on fast-paced agile projects, where the human toll on software development teams to deliver is often ignored.
A recent survey noted that two-thirds of executives believed that the pandemic acted as a catalyst for a renewed focus on environmental, social and governance initiatives and social impact. Against this backdrop, PMI has launched the ESG Resource Hub featuring a new research report and other useful tools.
The climate crisis is a prime example of a Grand Challenge, one with an increasing urgency that needs to be addressed. Up to now, project management as a profession has been key for “getting things done,” and as such is likely to be part of the solution for climate change. But it may not be a straightforward process.
Question: I am managing millennials who really want to feel a purpose to their work, not just have a job. But the organization is expecting us to deliver a return on their investment. How can I blend in “improving society” into my web development projects without increasing their cost? Seems like a hopeless undertaking.
When it comes to creating social impact through projects, the outcomes and impacts should be (almost) all that matters. So why are so many organizations getting it wrong—and what can project managers do to help?
As project managers continue to secure greater autonomy over how they work, the importance of sustainability in approach and solutions becomes ever more important. How can PMs become green catalysts?
Climate change has arrived, and the question now becomes: What can project managers do about it? There is no single correct answer to this complex question. But there are solutions both big and small that can help make a difference.
In our era of disruption marked by skyrocketing costs and supply chain meltdowns, the need to use our time and resources wisely has never been so important. What types of environment friendly activities can be woven into projects that are not necessarily green or “social good” focused—without impeding on the project’s original goals?
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