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Project Management

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'5 Tested Keys to Estimating' Successful Project Managers Live Off! | John Stenbeck | President | GR8PM, Inc

This document is the soft copy of the presentation by John StenbeckAt the 2008 PMI - Global Congress almost 25% of Congress attendees chose this presentation (out of 142 other choices) making it the #1 presentation of all-time! They also gave it the highest reviews of any presentation! That means you don't want to miss this great presentation!!

In Project Management's realm nothing is more valuable than estimates that accurately reflect reality, motivate their fulfillment, and facilitate rigorous accountability. During this unique, concise presentation you will learn about the keys to complete mastery of this enduring PM challenge. Mastering the art and science of Estimating can help you avoid painful, tragic lessons... and accelerate your career!

What you learn:

  • Reconcile and Align Objectives and Estimates.
  • Handle Estimates that Exceed Budgets.
  • Eliminate "Sand Bagging" "Unlock the Unknown" with a quantifiably defendable Estimate.
  • Create repeatedly desirable estimating results.
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Strategy Execution & Superior Business Performance | Jeremy Tozer | Managing Director | Tozer Consulting ltd

This document is the soft copy of the presentation by Jeremy Tozer. Would you like to build the systemic capability to operate effectively with the constant change, volatility, uncertainty, complexity, and ambiguity (VUCA) that characterizes business today?

Would you like to understand how some organizations have doubled their revenue and productivity, while simultaneously cutting costs and increasing morale?

If your answers to these questions are yes, then join the audience for this webinar.

Jeremy Tozer will guide you through an examination of the pre-conditions for business success, and the reasons for ineffective strategy execution and the failure of change.

He will then introduce you to the simple, scalable and systemic leadership disciplines which overcome these challenges, integrate the leadership structure, build enduring competitive advantage and consistently deliver superior business performance. These leadership disciplines are behind all Tozer Consulting's case study results.

What you learn:

  • The 'ACE Conditions for Success'
  • The systemic causes of ineffective execution of strategy and the failure of change: 'The Fog of War and The Friction in The System'
  • How to integrate leadership and the leadership structure in organizations.
  • How leaders at all levels may:
    • Simplify the complex and align all activity to clear priorities and 'higher intent',
    • Adapt plans to actual progress and changed context,
    • Exploit innovation, and
    • Concurrently fully engage people to secure 'ownership' and discretionary effort.

Watch Webinar @ Strategy Execution & Superior Business Performance

 

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How to Navigate Through Project Fraud | Dr. Hasnain Rizvi | CIO, Principal Agile Coach and Director of Education | AAA Institute

This document is the soft copy of the presentation by Dr. Hasnain Rizvi. Fraud can creep into all business practices, processes and decisions. Rapid growth of global markets is forcing organizations to become more proactive and responsive to fraud. Effective fraud management is a critical success factor. Yet many organizations today face a crisis in project fraud management.

After a brief overview of the typical types of project fraud, Hasnain's Webinar will illustrate successful strategies for fraud risk management. Hasnain will outline six key steps every project manager must take to mitigate fraud.

Practical insights from previous and current projects, along with RIZVI'S underlying competencies of project leadership and management, will be covered

What you learn:

  • Why do organizations need project fraud management?
  • Types of fraud in major projects.
  • Six strategies for fraud risk management.
  • Lessons learned from complex mission critical programs.
  • RIZVI'S underlying competencies of project leadership and management.
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Recent studies show that half of all software projects are utilizing one or more of the agile methodologies.How to Leverage Agile for Non Software Projects | Dr. Hasnain Rizvi | CIO, Principal Agile Coach and Director of Education | AAA Institute

This document is the soft copy of the presentation by Dr. Hasnain Rizvi.

Agile has been a buzzword in the software industry since the 1990's. Recent studies show that half of all software projects are utilizing one or more of the agile methodologies. More recently though, agile has been gaining prominence in mainstream publications touting success in various non-software project settings.

The presentation will illustrate how successful and effective implementation of agile project management principles can be leveraged to more effectively run non-software projects. Dr. Rizvi will outline how agile concepts provide a risk managed and cost effective way to foster innovation and sustainable growth.

Practical insights from previous and current projects, along with RIZVI'S underlying competencies of project leadership and management, will be covered.

What will you learn?

  • History of Agile.
  • The Agile Manifesto and The Declaration of Interdependence for Modern Management.
  • Basic agile project principles, concepts and definitions.
  • 10 practical agile ideas for all projects.
  • Lessons learned from agile non-software projects and programs.
  • RIZVI'S underlying competencies of project leadership and management.

 

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Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned which is not the case all times.Benefit Management; How to fill multi gaps with one bridge? | Imad Alsadeq | Consulting Partner | Araamis

This document is the soft copy of the presentation by Imad Alsadeq.

Benefit Management; How to fill multi gaps with one bridge?

Organizations' activities vary from department to another, this variety requires different management disciplines to work together synchronized and aligned which is not the case all times. Missing the link between strategy and projects is a common challenge facing strategy and project stakeholders, while PMO faces another challenge when it tries to transfer project's deliverables or program benefits to be operationalized, a third challenge appears for operation teams when they try to realize and sustain those organizational benefits.

This webinar will discuss different phenomena and roots of these challenges, it will also present how to fill different gaps between management lines by utilizing benefit management concepts and practices.

During this webinar, it is expected that Office of Strategic Management (OSM), Project Management Office (PMO), and Operation Departments will discover how to talk to each others the same language based on benefit management bridge.

What will you learn?

  • Understand Benefit Management.
  • Recognize some Management practice gaps.
  • Utilize Benefit Management across the Organization.

Watch Webinar @ Benefit Management; How to fill multi gaps with one bridge? | Imad Alsadeq | Consulting Partner | Araamis

 

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Do you need leadership Qualities in Project Management? | Muhammad Odeh | Global Services lead - Partner Services | EMC

This document is the soft copy of the presentation by Muhammad Odeh.

Generally, we all assign project managers who are experienced, certified and possess project management core competencies, yet, studies show that most of the projects run over time and over budget and this usually comes with a high price. Project managers need to be leaders, influencers and able to build trust within the project team as well as internal and external stakeholders to lead projects.

A successful leader sees an opportunity and captures it. Is a coach, an encourager, a communicator, a coordinator, a passionate, a listener, a motivator, and inspirer, welcomes change, has a vision, cares about the people he or she leads, and knows he or she can't do it alone. In essence "leadership is a combination of strategy and character."

What will you learn?

  • Why are people at the beginning, center and end of all projects?
  • Why Trust is a key component in leadership?
  • How Communication as a PM core competency can be used to influence, where influence is the core competency of leadership.
  • How to guide stakeholders to achieve results through informal authority.
  • Is having the right PM skills competency enough?
  • Why leadership qualities and styles are necessary for project managers?
  • How to developing leadership styles?
  • Do other perceive you as a leader and how to transform that perception?

 

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How to manage change in a project and not to fail trying | Ivan Rincon | Program Manager Ocean Networks Canada

This document is the soft copy of the presentation by Ivan Rincon.

This webinar will highlight how change can be understood in the context of a project cycle, and it will provide a high level overview of some of the tools and techniques used to properly manage change in projects of any size. These basic principles will allow people involved to ensure that change management will not be an additional stress factor in the execution of new initiatives.

 

What will you learn?

  • understand clearly what change management is in the context of a project;
  • describe the cycle of change in a project; and,
  • understand and apply some of the basic tools used to analyze the impact of change management in projects.
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How can we get the maximum out of lessons learned? | Muhammad A. B. Ilyas | CEO LIFELONG

This document is the soft copy of the presentation by Muhammad A. B. Ilyas.

This webinar advocates strategies which not only make it fun to learn and transfer lessons, but also ensure more objective outcomes which can be effectively leveraged on future projects. Based on the experience gained from successfully conducting lessons transfer exercises around the globe and across different industries, the speaker proposes using tools and techniques which encourage high levels of interaction and assimilation. While most of the techniques apply to common projects, proven strategies for handling troubled initiatives and special situations are also presented in this webinar.

What will you learn?

  • Understand the shortcomings of the traditional approaches used for capturing and transferring lessons.
  • Use fun filled strategies which ensure objective transfer of lessons learned.
  • Learn how to help team members recollect significant events and issues.Learn how to mend strained relationships between team members.
  • Learn how to convince team members to discuss challenged projects and other frustrating situations.
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How to make better, faster project decisions | J. LeRoy Ward | President Ward Associates

This document is the soft copy of the presentation by J. LeRoy Ward.

What does a project manager need to make better and faster decisions? This webinar will describe the three key things that have been identified by Mr. Ward over his 39+ year career based on consulting activities with Global Fortune 500 corporations and U.S. Federal agencies. You won't be bombarded with academic theory; you'll learn proven, pragmatic tips you can use immediately.

What will you learn?

  • Identify the three things needed to make better, faster project decisions.
  • Develop rich sources of project data about the past, present and future.
  • Apply a 4-step framework to any decision.
  • Implement 5 things to speed up decision making right away.
Rating: 4.5 / 2 votes  
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Project Integration Management - How to Put It All Together| Ori Schibi | President PM Konnectors

This document is the soft copy of the presentation by Ori Schibi.

The Webinar will address techniques to incorporate multiple areas that need to be considered in order to make informed decisions in project environments. These decisions are not only about realizing the impact project events and decisions on each of the Knowledge Areas, but also beyond these tangible parts - including considerations related to leadership, business and operational risks, downstream impact of scheduling decisions, long-term thinking, constraints, success criteria, dependencies within the project, cross-project dependencies, cost of quality, cost-benefit-impact analysis, the impact and handling of issues, efficiency, time management, prioritization and productivity.

What will you learn?

  • Articulate what project integration management is
  • List the main focus areas required for effective integration
  • Incorporate meaningful considerations en-route to delivering project success
  • Address related prevailing trends and challenges in project management
  • Review techniques to perform effective planning; channeling the effort toward areas that have greater impact on project success
  • Articulating and defining success in context of business objectives
  • Discuss the need to address notable concepts related to quality management
  • Perform meaningful stakeholder analysis and communication planning
  • Explore issues and identify opportunities around productivity, efficiency and time management
  • Learn how to reduce false alarms in the project
  • Incorporate lessons learned
  • Learn how to say no while keeping your job
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How to Use ISO Standards to Develop a Project Management Culture | Jane Betterton & Kathy D. Boardman | President, Associate Director BTS, CRPCC

This document is the soft copy of the presentation by Jane Betterton & Kathy D. Boardman.

The PMO plays a key role in integrating relevant standards while developing a project management culture for an organization. The recent release of the International Organization for Standardization (ISO) Standard 21500:2012, Guidance on Project Management, has contributed to the complexity of integrating standards while providing the opportunity for organizations to show project management process conformance through an internationally recognized standards process. Many organizations utilize ISO 9001:2008 to manage their service/product oriented processes and the ISO 21500 guidance standard can be used as a vehicle to demonstrate project management conformance during an ISO 9001 audit. See how one organization employed an approach using PMI's OPM3 as a framework to align with the PMBOK/ ISO 21500:2012, used results for their ISO 9001 registration and ISO 21500 audit, and took their project management culture to the next level.

What will you learn?

  • How we used the ISO 21500:2012 project management guidance standard as a vehicle to demonstrate project management conformance during an ISO 9001 audit.
  • What we used to embed project management in their quality management system.
  • How we used PMI's standards as a framework and why it is important.
  • What has been the impact on our Project Management Culture.
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