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At an early age we are taught the difference between needs and wants. This lesson, however, does not prepare us for the reality of change, which is that people must both need and want it for successful transition, writes editor Adeline Teoh.
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In her last post, editor Adeline Teoh asked whether your project team felt comfortable giving you feedback about the project (or your management style). This time she’ll ask if they’re just as comfortable trying new things in the name of innovation.
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As the global economy slows, project management roles will boom—but do we have the talent to see us through this demand? Pat Weaver analyses the results of PMI’s 2013 ‘Pulse of the Profession’ Survey.
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I’ve had the privilege of watching the trend of software development practices change over time addressing ever-evolving technologies and business realities, writes Joel Semeniuk. Here are his 7 predictions for agile.
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Almost two in three project managers are responsible for hiring team members, and 41% of them believe senior project managers need a professional certification to apply for a job. Adeline Teoh combs through the results of the 2013 Professional Project Management survey.
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There exists an important additional constraint to managing projects which is always considered in project needs but not necessarily thought of as a key constraint: user or customer satisfaction. PM Oracles on how to include customer satisfaction in quality requirements.
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The Project Management Institute (PMI) updated its PMBOK® Guide, the Standard for Program Management and the Standard for Portfolio Management. So what’s new and how do the changes affect project management in Australia? Pat Weaver provides an overview of the updates.
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UK training provider Provek has launched a project management TV channel to assist in the education and professional development of project managers worldwide.
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There is a direct link between the organisation’s decision to make an investment in a selected project and the need for the organisation to adapt so it can make effective use of the deliverables. Dr Lynda Bourne says the key is for project managers and teams to learn to ‘advise upwards’ and manage their sponsors.
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“Thiry manages to capture the important differences between project and program management, handling them in a clear and logical manner”—Martin Vaughan reviews Michel Thiry’s ‘Program Management’.
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