article thumbnail

Emotional Intelligence and The Project ManagerBy Harold Kerzner, Ph.D. and Elissa Farrow, Ph.D.

International Institute for Learning

While past efforts primarily focused on structural and technical aspects, recent developments have embraced the integration of previously unrelated knowledge domains to enhance both the process and outcomes. As AI agents take over certain processes, forms, and checklists, the role of EQ in project management becomes even more critical.

article thumbnail

Agile Wars – And How to Avoid Them By Barbara Roberts

International Institute for Learning

And yet for many years, the various Agile approaches appear to have been at war with one another. All too often, Agile is offered as a binary choice (“you are either agile or not agile”), together with the recommendation that one Agile approach (usually the one being “sold in”) is all you need.

Agile 84
Insiders

Sign Up for our Newsletter

This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.

article thumbnail

Better Business Cases Certification

International Institute for Learning

The common factor linking them is the business case process must involve close scrutiny of all relevant financial and non-financial aspects of a proposed project to ensure that the best possible solution is selected for a given set of circumstances.

article thumbnail

From Predictive to Agile – How to Choose the Right Project Management MethodologyBy Harold Kerzner and Cyndi Snyder Dionisio

International Institute for Learning

and Cynthia Snyder Dionisio, explain that project management methodologies (PMM) are frameworks comprising principles, processes, procedures, and techniques used to accomplish work. The traditional PMM, often referred to as the waterfall approach, follows a sequential process and is suitable for projects with well-defined requirements.

article thumbnail

Shifting from Projects to a Product-Centric Approach

Planview

Product and program approaches, lean-agile delivery models, and lean portfolio management require a change to the way initiatives are funded, evolving from the upfront funding of an entire project. PMOs must also ensure that these iterative funding models fit with other established corporate financial processes and reporting.

PMO 106
article thumbnail

Build Awesome: RoR Devs Wanted

LiquidPlanner

Sure, we did our best muddling through the process with complex spreadsheets that were out-of-date as soon as they were built. We didn’t really realize it at the time, but we built and launched the company using many of the concepts that Eric Ries later elegantly defined in his 2008 book The Lean Startup. See how we do it.

2006 74
article thumbnail

43 Learning Resources for New and Experienced Project Managers

LiquidPlanner

Sigmon gives project managers a defined process to not only break bad news, but also improve communication over the long-term. You’ll learn to coordinate all aspects of the agile development process, including running design sprints, managing teams, and fostering a culture of experimentation. Start date: November 6.