Project Management Archives - Page 7 of 13 - Project Management Academy

Quality – Business Leaders and Project Managers Should Work Together to Increase the Quality of Their Products

Quality for Business Leaders and Project Managers Every business leader wants a quality product yet defining “quality” can be overlooked or deemed something so obvious it is not worth the time to explain. Leaders need to pay attention to quality, and those driving the quality processes need to communicate in a way that resonates with […]

Project Management

Groundwork for a Successful Business: Project Management

Jason Cassidy

When I initially shared with peers that I was joining Project Management Academy, the reactions were varied and surprising. A friend who runs a software development team rolled his eyes and grunted, “We have a project management office and all they do is get in the way of our development.” Next up, a CEO of

Project Management

The Executive Sponsor in the Project Economy

Antonio Nieto-Rodriguez

In the next five years, the world will see more projects than ever. The reconstruction of the economy after the devastating global pandemic crisis, will be unprecedented in human history. According to McKinsey , Governments announced $10 trillion in reconstruction funds just in the first two months of the crisis, which is three times more

Project Management

Design of Experiments for Project Managers

Megan Bell

Experiments are not just for scientists; they are in fact a tool project managers and engineers have used for years to better understand and refine processes. In the context of project management, an experiment is not in a secret lab with bubbling liquid in beakers; instead, the testing is done in a controlled manufacturing setting.

Professional Development, Project Management

Change is the Competitive Skill Adaptability

Megan Bell

As you look at your recipe and then at your motley collection of ingredients, you realize you are missing many required ingredients. No butter, but would the olive oil work instead? If ketchup is needed, and you have tomato sauce and vinegar, could you create the needed ingredient? How fast could an online delivery service

Project Management

Plan Your Project Virtual Postmortem

Megan Bell

When the project is done, it is easy to simply slip into planning for the next project, whether because you have pressing deadlines, or you are looking for the next challenge. Seasoned project managers know the risk of skipping the project close, or postmortem, and ensure that they and their teams always take time to

Agile, Project Management

Put the User First: True Value of a User Story

Megan Bell

In marketing, best practice is to understand your customer to make an emotional connection leading to brand loyalty. In sales, the customer relationship is paramount; lose that trust and you lose business. In project management, the customer’s needs should be paramount, but sadly are often lost in the cacophony of voices from various stakeholders. Project

Project and Strategy Alignment Are Good For Business

Professional Development, Project Management

Project and Strategy Alignment is Good Business

Megan Bell

One of the most important questions a project manager can ask, regardless of the methodology practiced or size of the business is: “What is the business reason for this work?”. And if the answer is, “because the CEO (or any high-ranking leader) said so,” the project manager most likely is facing endless challenges trying to

Professional Development, Project Management

Lead With Influence

Megan Bell

Those with Project Manager responsibilities in their work may be responsible for hundreds of thousands of dollars of company budget, be overseeing the work efforts of dozens of people or multiple teams yet have no formal authority within the organization. This is one of the challenges of project management, that you cannot depend on your

Professional Development, Project Management

Emotional Intelligence for Project Managers

Megan Bell

Critical skills are those that apply across industries, across roles, and in any size organization; emotional intelligence (“EQ”) is a critical skill. Project Management, a skill that fits within any industry, most roles, and any size organization, has wide professional applications. As such, emotional intelligence as a skill has great significance for any Project Manager