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How do we become good project managers? What does it take to become a true professional?This book gives depth to these crucial questions. It explains and illustrates the experiences and professional capacities we must acquire to become good at what we do. The entry point is project management, and this entry point is used to define what in general makes us become good professionals. The book shows that our professional capacity is so much more than our technical abilities and shows that becoming a true professional today is defined by three key factors:Our ability to accumulate relevant professional reference points and contexts.Our ability to juggle technical, people, power, and unforeseen professional agendas.Our ability to memorize our experiences in useful mental models.The world will end up having around 8 billion professionals, which means that more than 150,000 new professionals will enter the workforce every day for the next 75 years. This will dramatically change our professional context.This book is for everyone who wants to sharpen their professional skills and mental models to stay relevant.

Whether you are a Project Manager just starting your career or a seasoned expert trying to introduce more collaboration into your organization, this book is for you!This practical guide is full of collaboration templates and techniques for every type of project at any stage. It will give you ways to reduce the chaos of a startup and improve your project team's morale.Starting with project initiation, moving through planning, executing, and ultimately closing, and reflecting on the project are all covered. Each phase is supplemented with ways to gather input from your team, and continuously improve project processes in your organization all while ensuring your project meets expectations.All these tools and techniques are tailored to be used with Miro – the leading collaboration tool available. That said they can be used in any collaboration setting. You can utilize these techniques wherever you are in your project by jumping into the appropriate phase or by what appeals to you and your team.

Do you want to get MORE TIME and to get MORE DONE?As a Project Manager or any manager for that matter, we rarely leave the office with everything finished. There is always a list of things that you did not get to or an email your saw pop in just as you shut down the computer. As you finally travel home, later than you wanted and later than the expectations you set with your significant other or your kids, your phone vibrates to remind you another email arrived. Should you check it? Will it wait until tomorrow? Sound familiar?What if I told you there are things that you can do to help you get out of the office that little it earlier and with more stuff done? In this book, you will find some relatively simple tools and techniques to do just that, you will learn how to get control of your email inbox unshackle yourself from your phone speed up producing dreaded post-meeting notes be able to focus more on tasks and complete them quicker make sure you are doing the work you should be doing. I will guide you through 11 actionable hacks, which once you have adopted you will never want to let go.Do MORE in LESS time.

“Glue offers a rare gift to project managers. It artfully blends specific step-by-step recommendations of how to move from project management to project leadership with the psychological rationale for taking those steps.” - Robert B. Cialdini, author of Influence and Pre-SuasionAn Essential Guide to Get Stuff DoneHow many books have you read on project management? On leadership? Too many, right? But no other book combines the practice of project management and leadership into one balanced approach with practical examples—except this book.You don't even need Project Manager in your title to employ the lessons in this book. You can be any person on any team who has stepped up to take a leadership role on a critical initiative.You'll learn the critical blend of management and leadership skills that will make you indispensable to any project. You'll learn what it takes to become the binding agent—the glue—that creates cohesive, engaged, high-performing project teams.The author's methods have been battle-tested against real technology projects. Her insight and vision reach beyond theory into application and can be used immediately regardless of the length, scope, or phase of your project—whether it's planning a wedding, remodeling a home, or leading a team in a major website revamp or product launch or company start-up.You'll learn—How to get started when you don't know much—yet How to lay a solid foundation for your project How to support a project and a team that's in flight How to communicate (yah, that's a thing), how to reward (candy works), how to take notes (yes, please), and how to map out your project with Post-it notes

Project management endeavor is a change management process requiring all stakeholders to engage and satisfy human aspects about their experience of workplace change. The goal is to help all concerned more quickly and happily adjust to new approaches and new ways of working. Good change management lets people get back to work faster and feel more satisfied with their change experience and the demands of new approach. This second volume provides team members the necessary support before, during, and after the move to establishing project management approach. It includes dealing with human factors, human psychology, human behavior, managing peak performance, work-enabling environment, transformational management, and preparing for challenges of disruption. Managing workplace change takes time and focus. The communication has to go both ways. It is critical to ask professionals for input, to address concerns as they arise, to identify the influencers within teams, and to engage them in efforts.

Project implementation aligned with strategic advancement is a challenging endeavor, particularly in an environment of increasing complexity and productivity issues. Your prime issue is to plan for right action in right time, in right manner, and for the right purpose. Your attention determines the experience you end up with, and the experience determines the outcomes you have reached. Therefore, you must control your attention to control arriving at your desired outcomes. William James, in his book The Principles of Psychology (Vol I, 1890), wrote a simple statement, “My experience is what I agree to attend to.” The statement is highly relevant even in the 21st century for managing high productivity through “attention management.” This third volume provides areas for attention management and focuses on diversity, team building, meaningfulness, and growing to leadership, all of which are essentially required for maximizing and cultivating the real benefits with application of project management approach in business and industry.

Subject matter experts (SMEs) play a valuable role in any learning program, but working with them is not always easy. In “Secrets to Successful SME Projects,” Sarah Wakefield and Patty Murdock explain how training developers can cultivate a productive relationship with their SMEs. This issue of TD at Work provides specific steps to follow before, during, and after the development of your learning program. The authors follow an instructional designer and a SME through the process, showing what each stage looks like and what the designer can do to ensure that the project runs smoothly. In this issue, you will find: · tips for choosing SMEs · a step-by-step plan for a kickoff meeting · advice on what to do when things go wrong · a risk mitigation chart · a discussion of prototyping versus detailed drafting · dos and don'ts for successful debriefs.

There are no shortcuts to achieving excellence in leadership. Seasoned project managers know that the qualities that bring about successful business results come from experience and daily practice. They also know that measurable improvements can come from simple, positive changes in how people work, interact, and grow together to create meaningful relationships. 9 Habits of Project Leaders is about transforming a good project manager into a great project leader by adding simple yet powerful habits to the project execution toolbox. The authors collected insights from more than 50 top-level project leaders from diverse industries, yielding the top common-sense habits of effective leadership, specifically tailored to the field of project management for the first time. This book provides a path for project managers—who are essentially in the'relationship business'—to engage, energize, and inspire their teams, and ultimately achieve their professional and project goals.

If you work hard to “Get It Done,” this book is for you. In this collection of articles from the Project Management Institute's award-winning PM Network® magazine, practitioners from around the world share how they get things done—and how they take their careers to where they want to go. Their advice does not just center on the technical aspects of project management. The articles also cover leadership issues as well as strategic and business management—all three legs of the PMI Talent Triangle™, a symbol for what employers are looking for when hiring project management talent. Within this book you will find inspiring stories that vividly demonstrate the value of your profession. If you are considering project management as a career, the close-up looks at the types of challenges project managers face every day will give you new perspectives.

Are the right projects being initiated and delivered effectively in your organisation? Are the right people managing your projects in the right way? Are the business change impacts of your project being effectively managed? Project management is a multifaceted discipline and the path to success presents significant challenges for many organisations. Effective project managers build the bridge between business need and technology capability, thus mitigating risk and promoting the desired outcomes of projects, programmes and portfolio management. In this compilation, Quay delivers articulate thought leadership and insights on effective transformation and practical, real-world experience for delivering successful projects.

Optimize the Role of the Project Sponsor The project sponsor is critical to project success, yet it is a role that is often assigned to a member of the organization with little knowledge or training in project management practices. This creates challenges not only for the sponsor but for the project manager. The organization suffers too if key members of the project team are not fully utilized, as valuable resources are wasted. In Strategies for Project Sponsorship, the authors address this challenge from all three vantage points—that of the project manager, the project sponsor, and the organization. Based on their practical experience and solid research, they offer practical methods that project manager s can use to optimize the participation of the sponsor. They also offer clear and straightforward guidance for project sponsors on how to properly execute their duties and contribute to project success. Executives will gain valuable perspective on the organization's projects and key players. From defining the roles and responsibilities of the project sponsor to suggesting specific practices that maximize the working relationship between the sponsor and project manager, this book is the ultimate guide. Examples from real-world sponsor experiences, as well as tips, techniques, and tools, enhance its applicability and practicality. This book should be given to every newly assigned project sponsor, read and referred to by every project manager, and on the desk of every organizational executive as a reference.

Le livre qui vous fait gagner 10 ans d'expérience! Tout pour réussir dans le métier de chef de projet : Les fondamentaux du métier : la'culture'métier, le cadre légal, les évolutions en cours... Les meilleures pratiques et les outils : qualifier le projet, choisir la démarche et les outils techniques. Le quotidien du métier : les différents statuts, les formations initiales et certifiantes, les salaires moyens, les trajectoires de carrière... L'évaluation et le suivi d'activité : des tableaux de bord et des baromètres pour gérer au mieux son activité. Une signalétique efficace : Des conseils et des méthodes à appliquer au quotidien Des retours d'expérience de professionnels Des focus sur des points précis Les idées clés à retenir

Although complexity is a phenomenon that confounds and challenges program managers across industry sectors, there is little information available that identifies the set of competencies managers need to complete their program successfully and deliver the benefits desired by stakeholders. Program Management Complexity: A Competency Model fills this

Project Managers as Senior Executives maps out a model for advancement for program and project managers and contributes new thinking on the emerging leadership of project managers as senior executives. The research is published in two volumes. Volume I—Research Results, Advancement Model, and Action Proposals presents the results and proposals from the study and Volume 2—How the Research Was Conducted: Methodology, Detailed Findings, and Analyses contains the research-oriented materials from the study.

Project Managers as Senior Executives maps out a model for advancement for program and project managers and contributes new thinking on the emerging leadership of project managers as senior executives. The research is published in two volumes. Volume I—Research Results, Advancement Model, and Action Proposals presents the results and proposals from the study and Volume 2—How the Research Was Conducted: Methodology, Detailed Findings, and Analyses contains the research-oriented materials from the study.

A breakthrough game plan illustrating the need for better collaboration between Project Managers and Business Analysts In The Business Analyst/Project Manager, author Robert Wysocki draws on his forty-five years of professional experience as a PM/BA to shed light on the similarities and differences of the roles and responsibilities of these two positions, the need for greater collaboration, and how to staff a project with one or both of these professionals. Examines the boundaries and interactions between the BA and the PM Looks at how to identify the skill sets needed to make the project a success The typical relationship of the BA and PM across the project management life cycle Making the best configuration of leadership assignments based on project characteristics Where the responsibilities of the BA leave off and the PM's begins and where the two have collaborative responsibilities How to use a PM/BA to enhance project performance How to foster a'dual career path'for PM/BAs development The in-depth discussion of the synergies between the two roles and the advantages of a combined PM/BA makes The Business Analyst/Project Manager a valuable contribution in your ability to be successful on the complex projects of the 21st century.

Projektauftraggeber und Projektmanager als Verkäufer! Vielfach erfolgt die Ausrichtung von Projekten an der Erbringung inhaltlicher Leistungen. Projektauftraggeber und Projektmanager sehen sich nicht als Verkäufer und nehmen daher Sales-Aufgaben nicht explizit wahr. Ziel dieser Studie ist die Darstellung der Sales-Aufgaben von Projektauftraggebern und Projektmanagern. Dabei erfolgt eine Fokussierung auf externe Projekte. Es wird untersucht, welche Instrumente (Business Case Analyse und Customer Relationship Management) sich im Angebotserstellungsprozess und Auftragsabwicklungsprojekt eignen um Sales-Aufgaben zu erfüllen. Schließlich werden auch Unterschiede bei der Wahrnehmung der Sales-Aufgaben zwischen den beiden Rollen herausgearbeitet. Als Ausgangspunkte dient eine begriffliche Untersuchung und Einordnung von SALES sowie die die Darstellung von Verkaufsgrundlagen. Weiters erfolgt eine theoretischen Aufarbeitung von'Projektmanagement'mit Weitblick auf den Verkaufsprozess von Projekten und mit Schwerpunkt auf die (Sales-)Aufgaben von Projektauftraggebern und Projektmanagern. Folgende Fragen wurden im Rahmen von qualitativen Interviews mit Projektmanagern und Projektauftraggebern aus verschiedenen Bereichen beantwortet: Beziehen sich Sales-Aufgaben im Angebotserstellungsprojekt vorwiegend auf das Produkt? Wird durch die Business Case Analyse die Auftragswahrscheinlichkeit erhöht? Erleichtert CRM den Akquisitionsprozess und steigert es die Auftragswahrscheinlichkeit? Soll der Angebotserstellungsprozess in Form eines Projekts durchgeführt werden? Wie wichtig ist die Akquisition von zukünftigen Aufträgen während der Durchführung des Auftragsabwicklungsprojekts und wie erfolgt sie? Bestehen Sales-Aufgaben auch darin kognitive Dissonanzen zu reduzieren und eignen sich für diese Aufgabe auch Projektmanagement Controlling Methoden? Welche Rolle - PAG oder PM - verbringt mehr Zeit mit'Selling'? Welche Rolle kommuniziert mit welchen Kundenvertretern bei der Wahrnehmung der Sales-Aufgaben? Die Interviews wurden um zwei Fallstudien projektorientierter Unternehmen ergänzt. Sie geben Einblicke in die Unternehmen sowie in deren Verkaufsprozesse und die dabei verwendeten Sales Instrumente.

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