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Data literacy is the ability to understand, use, and communicate data effectively, including the skill to analyze and interpret data, make data-driven decisions, and reporting results clearly to your project stakeholders. The discussion delves into this crucial skill for project managers required in today's data-driven world.
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We welcome Dr. David Hillson to look at project risk management for business leaders and project leaders through the metaphor of a risk hurricane, which David introduced in his book Taming the Risk Hurricane.
Risk management has become a standard part of the strategic tool kit, providing senior leaders with a forward-looking radar to scan the future and give early warnings of approaching threats and opportunities. However, even best-in-class organizations can falter in the face of extreme risk exposure. Special circumstances demand special responses, and extreme risk exposure needs very careful handling. Routine risk management approaches will fall short, but businesses that demonstrate a high degree of flexibility and resilience will have the competitive advantage and the ability to thrive where others fail.
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This webinar is the second of two in which Cornelius Fichtner explores the following four Project Performance Domains that were introduced by the PMBOK® Guide Seventh Edition:
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This webinar is the first of two in which Cornelius Fichtner explores the following four Project Performance Domains that were introduced by the PMBOK® Guide Seventh Edition:
Stakeholders - Managing those affected
Team - Leading towards success
Development Approach and Life Cycle - Building products and managing projects
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Research shows there are more people managing multiple projects than single projects, and yet there is not much information about it.
To be able to manage big, single projects requires abilities that we, as project managers, have learned and developed over the years; learning about managing various projects is the new ability to learn.
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This episode is the third of three in which Cornelius Fichtner explores the following four project management principles that were introduced by the PMBOK® Guide Seventh Edition:
09. Complexity - Limiting effects of system interactions
10. Risk - Reducing risk for project success
11. Adaptability - Designing processes so you can be nimble
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This episode is the first of three in which Cornelius Fichtner explores the following four project management principles that were introduced by the PMBOK® Guide Seventh Edition:
5. Holistic Thinking - Taking a systems-view approach
6. Leadership - Leading over managing
7. Tailoring - Finding the right fit for each project
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This episode is the first of three in which Cornelius Fichtner explores the following four project management principles that were introduced by the PMBOK® Guide Seventh Edition:
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On 19-Nov-2021 PMI began using the PMBOK Guide 7th edition as one of the ten reference books for the PMP exam. If you are preparing for the PMP exam you probably have questions like: What does that mean for my exam? Do I now have to read PMBOK 7? What about PMBOK 6? Will I need additional training? Is my exam simulator updated for this?
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Today’s workplace has evolved. Yet the strategies to empower employees and teams are still maturing. Join Cornelius Fichtner and Kevin Torf and let them fill this gap by providing a practical framework to inspire teams and keep them accountable for ultimate success. Rather than impose a single method to make you a better project manager, we will look at a flexible strategy that will help you lead confidently, take advantage of all the perspectives on your team, and get the job and project done on time without having to sacrifice quality.
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In this episode, Cornelius Fichtner gives you his initial executive overview of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition.
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As we look ahead to the remainder of the year, there are still several trends that are emerging in both Agile Project Management and Agile Product Development. By making project managers aware of these trends, and ensuring that they understand not only the trend, but also its impact, they will be well prepared to tackle problems that arise in the Agile Space, well into the future.
In this interview, Kevin Reilly and Cornelius Fichtner will discuss the top Agile trends that are emerging in 2021, including:
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The disciplines of change management and project management are both necessary when executing a project or initiative. Each discipline brings the critical structure needed for effectively implementing change and achieving the results you want.
Yet, change management and project management must work together to achieve successful change. Doing so creates a unified value proposition, which sets the foundation for tactical integration and delivers value across all aspects of the project, including both the people side and technical side.
Join Tim Creasey and Cornelius Fichtner in this livestream where they look at the basics of change management, discuss the differences and similarities to project management, and give you tips and best practices to implement change management on your projects today.
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If you are like most project managers out there, then you are likely managing more than one project. You have more than one ball in the air. You are juggling.
That means you will have to divide your attention between multiple projects. Keeping an eye on each of the balls as they are flying through the air. Experience helps. Both with keeping three balls in the air and also with making sure you successfully complete all of the projects you are assigned to.
Well... you have come to the right place because over the last decade, I have published 458 episodes here on The PM Podcast, and most of them qualify for free PMI PDUs.
In this recording of a live stream we are joined by Elizabeth Harrin soon launches a new course on Mastering Multiple Projects. And we are picking her brain today for tips, tricks, and good practices.
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A few weeks ago, Cornelius Fichtner was interviewed by Martin Berneburg and Oliver Lehmann of the Project Business Foundation about his career as a project manager, project leader and experience in project business management. This is part 2 of the interview, andhere is the announcement:
For many practitioners in project management, Cornelius Fichtner is a household name. He is known mostly for the digital offerings of his company OSP International LLC, such as the PM PrepCast for project managers heading for the PMP® certification of PMI®, the Project Management Institute.
Meanwhile, his lineup of exam preparation tools was expanded by a family of further podcasts, augmented with simulators and inhouse offerings for corporations.
Much less known are his personal roots in project management and particularly in project business management.
Interviewed by Martin Berneburg and Oliver F. Lehmann, he will tell us the most interesting stories of his years as a consultant and project manager under contract, working hard to make the customer happy, but also with the obligation to make the project profitable.
Click above to play either the audio-only episode or video episode in a new window.
A few weeks ago, Cornelius Fichtner was interviewed by Martin Berneburg and Oliver Lehmann of the Project Business Foundation about his career as a project manager, project leader and experience in project business management. Here is the announcement:
For many practitioners in project management, Cornelius Fichtner is a household name. He is known mostly for the digital offerings of his company OSP International LLC, such as the PM PrepCast for project managers heading for the PMP® certification of PMI®, the Project Management Institute.
Meanwhile, his lineup of exam preparation tools was expanded by a family of further podcasts, augmented with simulators and inhouse offerings for corporations.
Much less known are his personal roots in project management and particularly in project business management.
Interviewed by Martin Berneburg and Oliver F. Lehmann, he will tell us the most interesting stories of his years as a consultant and project manager under contract, working hard to make the customer happy, but also with the obligation to make the project profitable.
Last week, I must have missed the start of at least three scheduled meetings. In each case, I saw on my calendar that the meetings would start in an hour or less, which meant that I could probably start and finish another task before I had to be at those meetings. And each time, I got so involved in the task I was working on that I lost track of everything around me and the meetings started without me.
In positive psychology, this is called a flow state, also known colloquially as being in the zone. This is the mental state in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by the complete absorption in what one does, and a resulting transformation in one's sense of time.
Wouldn’t it be great, if we could apply this to all our projects and everyone working on it? You can.
Here is how someone describes the effect flow has had on their projects: Flow is when you know where you are headed, know what your goal is, and know the steps necessary to get there. It's like running a race. You don't plan each step along the way, but you keep your eyes on the finish line, and everything you do moves you toward it thanks to your training.
Today we are going to talk about Project Business and Project Business Management, and if you have no idea what that means then welcome to the club. Cornelius didn't know what either of these terms meant when he heard them for the first time.
You will learn what project business is all about, that (surprise!) roughly 50% of all projects that are currently being undertaken in the world are part of project business, we talk about the skills that we PMs need to answer project business challenges, and you’ll come away learning about the number one thing that you should pay particular attention to, when you are involved in project business management and why.
Disruptive business models, technological progress and intense competition force your customers to continuously innovate. Clients naturally demand that you deliver high-quality projects involving complex, ever-changing scope at tight budgets and within compressed timelines. Is this challenging? Absolutely! Innovative, effective scope management is a must for project success. Listen in as we discuss the successful scope management techniques from across continents.
This interview with Karthik Ramamurthy was recorded at the PMI® Global Conference 2019 in Philadelphia, Pennsylvania, USA. We discuss his findings into how project scope management will make or break your project.
You will discover how ineffective requirements gathering, poor scope definition, gold plating, and uncontrolled creep inevitably lead to project failure. And to counteract this, we analyze, adapt, and apply seven proven scope management techniques to increase the probability of project success.
Definitions are a useful starting point, but what do you really think when you hear the word risk? How does it make you feel? What about related words like "uncertainty," "threat" or "opportunity"? Building on established neurolinguistic theories of word/image association, this session will explore underlying tensions in the way practitioners think and feel about risk. Discover the surprising truth, and compare yourself with your peers. And of course, this episode is relevant to risk management in agile projects as well, just in case you were wondering.
This interview with Dr. David Hillson was recorded at the PMI® Global Conference 2019 in Philadelphia, Pennsylvania, USA. We discuss his research and insights into what you truly think about when you hear the words "risk" and "opportunity" using the Bouba/Kiki Effect. This is the kind of information you won't find in the Practice Standard for Project Risk Management but it's so useful when thinking and talking about risk with project stakeholders.
You will see and understand why it's hard to include opportunities in an integrated risk management process and discover your own underlying perceptions of risk, and the implications for your risk management behavior. The insights will change how you think about risk management critical success factors. Enjoy the episode!
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