Today I’d like to introduce another article from other authors than myself. But it perfectly matches with my profession as in each project recovery there is some kind of Organizational Change or change of project culture. Enjoy reading and inspiration with the (always again) actual article I found in the
Also in its this year’s study the Project Management Institute (PMI) again assesses the actual trends that will influence our profession Profession Projektmanagement and its development now and in the near future. It also shows that the success ratio of projects is decreasing again since 2008. Fewer than 2/3 of
I just found an exciting article from my PgMP colleague Michel Thiry which describes the positioning of Programme Management in the context of Corporate Strategy in a way that I could not do better. Feel the pleasure when reading and broadening horizons: http://projectmanager.com.au/strategy-and-the-role-of-program-management/
Now, after more than 5 years of work it has been published: the ISO 21500 Standard for Project Management. And it is an acknowledgement for all who have done the effort of a PM certification. It’s because the new ISO norm adopted the glossary from PMI’s ANSI standard PMBoK 1:1.
A start to understand the difference of projects and programmes: http://www.pmi.org/learning/library/10-steps-transition-project-program-management-9318 Learn more about it here in my forum at the tag “Programme Management” in the cloud at the right …
In its newest study the Project Management Institute (PMI) again assesses the actual trends that will influence our profession Profession Projektmanagement and its development now and in the near future: To defend their competitive advantages enterprises will foster their talent development, i.e. in our case by introducing or improving career
I just found a very good article from a colleague which I’d like to share with you. It lists a couple of capabilities a good project manager should have. There are probably some impulses in for each of us for our own improvements, too. The list also is a good
I recently read a exciting article in Havard Business Review Magazine. In an extensive research Heidi K. Gardner proves, that nearly always the behaviour of teams gets worse if pressure comes from above: the PM becomes risk averse, approaches reduce to proven instead of optimal, creative or innovative ideas are