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In this blog series, we'll get you up to speed on using the key tools listed in the PMBOK® Guide. First up, Work Breakdown Structure (WBS).
The tools described in this white paper are essential PM tools. Tools that will best be used, regardless of the project, are the WBS, communication model, and the precedence diagram. The other tools will be needed depending on the project.
Good global project managers develop their own competencies, and those of their team members. We can use technology to bridge distance, but also focus on the human aspects of culture, work habits, management style, English as a mandated language, communication, and uncertainty. Perform a self-assessment and assess your team members, then look for on-the-job and other improvement opportunities. A good way to learn more about how to overcome these challenges is to become involved in the international community.
Complexity has always been a part of projects. But today, globalization, new technologies and changing markets have combined to add to the complexity. Today's projects have more stakeholders, more ambiguity and more politics than ever, and project managers need new tools and approaches to succeed. Join Alexander Stanisic and Michelle Moore of Global Knowledge for an information-packed hour on how to manage the complexity of the 21st-century project.
In many organizations, the Program/Project Management Office (PMO) is viewed as purely a cost center, so it becomes marginalized by additional layers of bureaucracy, oversight and cost. But the essence of the PMO and portfolio management in general is to add value to the organization. So how do organizations reconcile the cost of the PMO versus the value it adds? The short answer is to flip the conversation on its head and talk about the PMO as a revenue driver rather than a cost center. In this hour-long webinar, Global Knowledge PMP-certified senior product manager Daniel Stober will explain how, by focusing on efficiencies gained and reduced waste, you can shift the conversation from the PMO being a necessary evil to the PMO being critical for organizational success.
Young adults unable to find work, employers unable to fill jobs, a recent GAO study that reported substantial declines in telecommunication expertise — there has been a lot of news about the pervasiveness of skills gaps, their causes, the actual impacts and what to do about them. It’s rather confusing, because the term “skills gaps” has been hijacked to politicize an extremely wide range of issues.
In this series, we are looking at six things that can trip up project managers. We’ve covered the hazards of overcommitting, how to provide feedback, the importance of taking responsibility, staying focused, and what leading from the front can actually look like. Finally, we’ll take a look at handling team input.
In this hour-long webinar, Global Knowledge instructor and PMP-certified project management expert Daniel Stober will look beyond the triple constraint model and focus on the true essence of project success: stakeholder satisfaction. Many project managers (PMs) fall into the familiar habit of managing based on the constraints of time, cost and scope. While all of these are important, managing them effectively doesn't guarantee project success if the PM fails to conduct proper stakeholder management. To manage stakeholders effectively, the PM has to set expectations. Once expectations are set, the PM must influence the perception of project performance with the stakeholder. Tune in as Dan explores methods you can use to accomplish that goal.
This power session is an introduction to Managing Stakeholder relations. It offers new ways of managing and dealing with projects, which focus more on communications, understanding stakeholders' needs and managing their expectations, as well as learning about organizational politics and culture, and performing value-add activities. It provides a practical approach to managing issues that matter most for project success - communication, stakeholder expectations, risk, change and quality; so that the scope, schedule and cost end up on target, achieving the desired outcomes for the organization.
The project manager (PM) and business analyst (BA) have to be key allies in the management of any project. That can be difficult when project work is duplicated because of the overlapping tasks defined by the International Institute of Business Analysis (IIBA®) and the Project Management Institute (PMI®). Still, as long as roles are clearly defined and understood, the two can cooperate and collaborate, instead of competing. In this hour-long webinar, Global Knowledge instructor and PMP-certified project management expert Daniel Stober will explain how to delineate the roles.