25 March 2019

IT Project Management for project managers
  • 4 Steps to Increasing the Agility of Your Organization or Team
    Over time, the external marketplace changes. As this happens, the policies and procedures originally used to create efficiencies slowly become barriers to the changing needs of customers and environmental demands. How do organizations or project teams become agile? Here are four recommendations.
  • 3 Ways to Perfect Your Strategic Skills
    What creates long-term success in a project management career? Consider adding more to the picture than a list of successful projects and technical PM skills. In this author's view, developing strategic skills is the best path to that destination.
  • Does Your Employer Understand the Talent Triangle®?
    For many employers, there are only two arms to the Talent Triangle. But what about strategic and business management? That's an area where not every employer believes project managers need to have skills. And that's a problem. How do we change that perception?
  • Reducing Waste in Project Management
    It would be satisfying to say we could simply remove those processes that add no value. In many cases, those processes had a worthwhile goal, they just failed to accomplish it. To solve this, PMOs can learn from the product development idea of a minimum viable product.
  • Scaling Agile: An Existential Threat to Project Management?
    How might efforts to "scale agile" and apply its self-organizing principles to the development of increasingly complex solutions impact the project management discipline? Two key challenges are identified: the purposeful avoidance of the project manager role and favoring stable, persistent teams over temporary organizations.
  • What Should a PMO Actually Do?
    There is a lot of focus on PMO value and accountability at the moment, but how does that translate into work? What should a PMO actually be doing on a daily basis?
  • Navigating the Talent Triangle®
    The PMI Talent Triangle® can be scary, but it doesn't have to be. It's not so mysterious-and it's actually very easy to claim PDUs from each category, which collectively describe the people, processes and industry knowledge and skills needed to be effective.
  • Servant Leadership in Volunteering
    Servant leaders see the group as more important. They put the needs, growth and development of others at the center. As a volunteer who follows this philosophy, you can enrich not only the lives of others, but also your own.
  • All for One Backlog, One Backlog for All
    Backlogs are typically prioritized by product folks, so developers can often feel disempowered, which can create disagreement and disharmony. But multiple or split backlogs aren't the solution. Here are better ways to ensure a collaborative environment and a proper outcome for all.
  • 'Good Enough' Syndrome
    Some organizations find agile adoption easy - straightforward to start, quick to deliver benefits, and popular among practitioners. But is agile expansion winning at the expense of quality? An emphasis on more, rather than better, agile is creating as many problems as it's meant to solve.
  • Success Factors for Facilitating a Meeting Among Distributed Leaders
    Successful distributed meetings require considerable upfront planning and vigilant real-time meeting management. In this article, the author shares key success factors from a meeting that he recently co-facilitated.
  • The 3 'As' That Drive Efficiencies in Software Projects
    What are some of the fundamental building blocks required in software projects? Things that can help position teams to adapt to changes quickly (including implementing the latest tech trends) and ultimately add value to business?
  • 8 Techniques for Using Subcontractors That Deliver Effectively
    When you work with subcontractors, they become an extension of you to your clients and you want them to deliver quality and continue your good name and good standing. Subcontractors, just like employees, can either be a joy or a nightmare, but you can impact which it will be. This article provides eight techniques that deliver effectively.
  • Developing Talent in the Age of Continuous Innovation
    Acquiring strategic business management and leadership skills (both essential to PMI's Talent Triangle®) is quite challenging; however, given all that's at stake both personally and organizationally, they can't be ignored.
  • Emotional Intelligence for Project Leaders
    Emotional Intelligence helps us to recognize, understand and manage or influence the emotions of others. When we practice emotional intelligence, we better our skills in understanding people, their opinions, behaviors, insecurities, strengths and weaknesses.

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