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Project Decision-Making

Velociteach

Organizations have a culture that influences the project team’s sub-culture. Spending decisions, authorization to deploy, or sign-offs may be defined by corporate policy. This includes understanding their concerns, power, interest, influence and desired engagement levels. Understand the Culture Culture drives behavior.

2014 90
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Project Management: Principles, Practices & Context

Velociteach

The project management profession has had a similar quest—defining a methodology, set of practices, or principles that could successfully guide any project. Understanding the definitions is helpful: Principles define the fundamental beliefs that guide decision-making and behaviors. Which methodology(ies) or framework(s) should be used?

Lean 88
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Unlock the Power of the Project Management Plan

Velociteach

The team’s size, maturity, tenure, and proximity influence the ease of coordinating their efforts. Existing organizational assets, such as tools, templates, and standard practices, influence the Plan. Defining these practices establishes clear expectations for the project team, customers, and executive stakeholders.

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The Complete Guide to Scaling Agile and SAFe for Business Agility

Agilemania

The cadence of development of multiple teams. Start a career in SAFe with the Leading SAFe Training with SAFe Agilist Certification. . The core competencies for Business Agility as defined by SAFe are . These topics influence all domains. . Facilitate teams of teams planning. Enable enterprise-wide visibility.

Agile 98
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Harnessing the Power of the Muses: How Ancient Inspiration Fuels Modern Project Management

MPUG

Their influence was believed to be essential for the creation of great works and the advancement of civilization. Define Your Project Vision (Calliope): In Greek mythology, Calliope is one of the nine Muses, daughters of Zeus and Mnemosyne. For example, how are we to define and handle the scope of the effort?

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Transformation, Business Architecture, and Scaling

Leading Agile

What do you do with planning cadences? You either change the tool to accommodate the organization or you change the organization and unfortunately, most of the companies that we were dealing with, didn’t have agency or influence to change the organization. How do you go up into Portfolio Management?

Agile 142
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Overview of the PMBOK® Guide Seventh Edition – Lesson 3 Transcription

MPUG

Now up to this point, session number one of our series, we were discussing a system for value delivery, which meant for the most part, PMI wanted to paint five primary contextual concepts defining the system for value delivery. But do they hold the power and influence? The number, the turnover, the influence, the power and interest.

PMI 59