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Servant Leadership in PMO Management: A Path to Success

The IIL Blog

We’ve taken many different and evolving approaches to driving lean into our processes. Our team leans into this philosophy, strives to innovate, and reduce waste, while delivering more value to business partners of the PMO team. Jeff has been a member of the PMI Global Executive Council since 2014.

PMO 78
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PMI Australia Conference 2014

quantmleap

I n case you’re in Melbourne early September and happen to attend the Australian PMI Conference don’t forget to look me up. Understand the conceptual differences between traditional project management methodologies and agile management principles. Have a better understanding of Agile project management terminology.

2014 40
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Professionalise Project Management

The Lazy Project Manager

It is not just about the provision of a ‘lean’ framework for these sponsors and project managers to work to – and by ‘lean’ I mean that every part should add value and not create unnecessary waste. Tailwind Project Solutions was formed in 2014 to provide a bespoke approach to project leadership development.

PMO 186
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Embracing an Innovative Mindset

Tony Adams

Digital disruption is challenging traditional business models and creating new market opportunities, with increasing connectivity, IT capabilities and commodification of Big Data reshaping the customer experience (Deloitte, 2014). Globally, companies waste approximately 9.7% The “way we’ve always done things” doesn’t work anymore.

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Risk Management Resources

Herding Cats

“A Taxonomy of Threats for Complex Risk Management,” Centre for Risk Studies, Research Programme of the Cambridge Centre for Risk Studies, University of Cambridge, Judge Business School, June 2014. “A 1, March 2014. Overcoming Barriers in Assessing Risk Probabilities,” Tom Kendrick , 2012 PMI Global Congress Proceedings , 2012.

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A Compendium of Risk Management Resources

Herding Cats

“A Taxonomy of Threats for Complex Risk Management,” Centre for Risk Studies, Research Programme of the Cambridge Centre for Risk Studies, University of Cambridge, Judge Business School, June 2014. “A 1, March 2014. Overcoming Barriers in Assessing Risk Probabilities,” Tom Kendrick , 2012 PMI Global Congress Proceedings , 2012.

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When a Successful Project Isn’t

International Institute for Learning

By Steve Blais, PMP, PMI-PBA. For example, if I lean forward on the desk toward you and with a very stress-laden face say, “You have got to listen to me!” Steve Blais, PMP, PMI-PBA. Project managers are well versed in the various constraints that are used to determine project success: cost (budget), time (duration) and scope.

PMI 59