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  • Global teams that harness best practices provide companies with invaluable access to skills, expertise,and knowledge that enable organizations to leverage opportunities and capture market share in diverse markets.Managing global teams requires critical management, communication, and leadership skills that build trust and effectiveness at each phase of team development. The second edition of The Virtual Edge delves deeper into the nuances of virtual teams and how case study research is an integral part of how effective virtual teams can be.The second edition of The Virtual Edge is divided into three main sections—Implications of Global Distributed Resources, Case Study Research, and Technology for Global Communications. These sections identify opportunities, challenges, and best practices unique to global project leaders who thrive on the excitement, challenge, and complexity of managing global distributed resources
  • The author encourages project management professionals to initiate personal leadership opportunities within their professional environments by thinking for themselves, making their own decisions, and interrogating the world around them.
  • Today's global and decentralized business environment offers project managers many opportunities to take on more responsibility. But because many lack the training and practice--and understanding--needed to succeed as leaders and capitalize on opportunities. This article examines the skills project managers need to become effective leaders. Accompanying this article is a sidebar that lists four questions for assessing one's leadership behavior and an approach for conducting a personal leadership evaluation.
  • By seizing unexpected opportunities, building their strategic chops and gaining experience across sectors, they earned a broader business perspective that set the stage for leadership.Rising through the ranks takes more than simply executing projects with aplomb. It also takes leadership skills--and organizations increasingly understand the value of project professionals who have them. Four in 5 project professionals report that leadership skills (along with other people skills, like communication and negotiation) are more important today in their organizations than they were just five years ago, according to PMI's 2018 Pulse of the Profession®.
  • When assessing risk, defining uncertainty becomes essential to establishing trust and uncovering potential ethical dilemmas alongside threats and opportunities. This paper provides a model of risk assessment and recommends the PMI Ethical Decision Making Framework to help project managers identify and manage both positive and negative project risks. PMI's Ethics Member Advisory Group (EMAG) discusses the value of trust as a leadership quality among project managers. When assessing risk, defining uncertainty becomes essential to establishing trust and uncovering potential ethical dilemmas alongside threats and opportunities.
  • A corporate shake-up can unnerve even the most seasoned project manager. As the dust clears, you don't know whether you will still have a job, let alone whether project management will still be part of the organization's framework. Yet change also can provide ...
  • But as research has shown, the only effective way to empower workers, motivate their production, and earn their long-term commitment and dedication is through approaches that build relationships and provide opportunities for shared accountability. This paper examines how project managers can use the art of conversation as a tool for building project team commitment and helping project team members excel through a shared sense of project ownership. It overviews how emotionally heightened conversations often prevent leaders and team members from working well together. It explains the concept of conversational leadership, describing the four quadrants of establishing meaning during conversations. It then outlines a proposed framework for pr
  • The presenter will discuss challenges related to leadership, systems, individual challenges and development, among other items. Finally, he will shift to discussing one opinion on how to convert these challenges into opportunities. This will be done via the introduction of a possible organisational and development program. This presentation will highlight the presenter's opinion of achievements, challenges and opportunities for professional project management in the Arabian Gulf region. His opinion has been formed by observing project management practices within a large corporation.
  • And one key aspect of these projects, as Peters noted, is how these allow individual workers to demonstrate the value that they add--or can add--to their organization. Creating a wow project that provides such opportunities, however, hinges on the project manager's leadership ability. This article examines the leadership skills that are involved in managing wow-type projects. In doing so, it defines a wow project and discusses the key factors in successfully implementing a wow project; it reviews the literature on leadership and explains the skills and perspective that project managers need to lead their project teams towards achieving their project goals.
  • And one key aspect of these projects, as Peters noted, is how these allow individual workers to demonstrate the value that they add--or can add--to their organization. Creating a wow project that provides such opportunities, however, hinges on the project manager's leadership ability. This article examines the leadership skills that are involved in managing wow-type projects. In doing so, it defines a wow project and discusses the key factors in successfully implementing a wow project; it reviews the literature on leadership and explains the skills and perspective that project managers need to lead their project teams towards achieving their project goals.
 
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