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Project Management Blog

stasClick Here to Listen to the Interview: http://bit.ly/PMPodcast393
Read More: http://bit.ly/pmpodcast-393

Are you currently studying or thinking about studying for your PMI Agile Certified Practitioner (PMI-ACP)® Exam? Wonderful. That’s what we are going to be talking about.

In this interview you are going to meet Stas Podoxin (https://www.linkedin.com/in/staspodoxin). Stas is not only one of my students but also one of my coworkers. And one of the interesting differences in how he prepared for the PMI-ACP exam is the fact that he took an Agile course at a university that helped him get a better understanding of the Agile mindset. And so by the time he got around to using our own online training course he was already quite far ahead on the curve.

As you know, the rules of all Project Management Institute (PMI)® exams are such that we are not allowed to discuss specific questions from the exam. But we can discuss Stas's overall experience, how he did his PMI-ACP Exam Prep, his general thoughts on the process and his recommendations to you. So you can look forward to an experience and tip filled interview on how to prepare for and pass your PMI-ACP Exam.

Full disclosure: Stas Podoxin and Cornelius Fichtner both work for OSP International LLC, makers of The Agile PrepCast and The PMI-ACP Exam Simulator.

Published in Blogs
Tuesday, 20 December 2016 05:16

Episode 380: Scaled Agile (Free) #Agile #PMOT

humor 21Click Here to Listen to the Interview: http://bit.ly/PMPodcast380
Read More Here: http://bit.ly/2h4XYjw

Agile began with the promise to make smaller project teams more able to react to ever changing customer requirements. But what if your project is big? I mean really, really big. Can we have scaled agile?

This interview about Scaling Agile with Andrew Burns, PMI-ACP, PMP, was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss his paper and presentation Dragon Scales: 50 Teams Scrumming -- Implementing Adaptive Project Management Practices at Scale. Here is the abstract:

Product portfolios can easily scale to 50 teams or more in meeting large organizations’ needs. Large portfolios with strong foundations are derived through values-based leadership. The technique links corporate and individual values to scientific principles. Scientific principles inform us that change is constant and therefore adaptation defines good practices. Values-based leadership’s agile practices take root, thrive, and adapt at the pace of business change.

The three-hundred software engineers considered herein innovated within a portfolio of 18,000 colleagues. Their agile, adaptive product development practices continue to evolve from plan-driven provenance. Leveraging agile practices at the portfolio, program, and project level continually unleashes innovation, quality, and throughput of value. Though contextualized in terms of software product development in the 2010s with Scrum, the message of innovation through values-based adoption of scientific principles is timeless and framework unallied. Implementation of practices observant of values and principles endures as a way to deliver the best products regardless of toolset.

 

Published in Blogs

humorClick Here to Listen to the Interview: http://bit.ly/2gQEGtS
Read More Here: http://bit.ly/2huORZ8

At its core project management is all about effectively leading your team. Therefore emotional intelligence for project managers and project leaders can be just as important (if not more) than knowing how to interprete the latest earned value data.

This interview about emotional intelligence in project management with Kim Wasson was recorded at the Project Management Institute (PMI)® Global Congress 2016 in San Diego, California. We discuss her paper and presentation One Unhappy Person Can Ruin Your Beautiful Plan -- Emotional Intelligence for Project Managers. Here is the abstract:

Just one unmotivated person on your team can bring everything crashing down. Unhappiness, dissatisfaction, and lack of motivation are highly contagious; ‘one person’ quickly turns into an unhappy and possibly dysfunctional team.

We're all focused on getting the process right and there’s no doubt that process is important. What many of us don’t take into account is that the success of most projects depends largely on the teams actually doing the work Process is important but it’s not going to build anything on its own – it’s a team of satisfied, competent people working together who will actually deliver a product.

The people side of the project management equation is critical. Managing effectively requires the ability to understand individuals and teams, establish working relationships, manage goals, and motivate team members. Effective tools and techniques discover what makes the team members and the team itself tick, to communicate effectively with many different people both one-on-one and as a group, and to generally balance the process part of the equation with the people part of the equation are critical to project success.

Published in Blogs

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