Project Management Academy Blog - Page 24 of 35 - Resources for Project Management

Lead With Influence

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 […]

Executive Sponsorship in Project Management

Motivational Benefits of Team Training

Megan Bell

Regardless of the drivers of the team or how it was formed, completing training together has benefits for the individuals, the group, and the larger organization. Employees who go through training as a team are more likely to have higher morale and deliver better work faster.

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

Project Management

Speaking Project Management for Non-Project Managers

Megan Bell

What all professionals need, those with formal Project Management (PM) titles and those without, is a keen understanding of what makes a business function and how that business fits into the relevant industry. That understanding is known as “business acumen.” Consider this scenario:

Professional Development

A Conversation with a PMI-PBA Certification Holder

Erin Aldridge, PMP, PMI-ACP, & CSPO

Pursuing a professional certification, such as those awarded by Project Management Institute® (PMI)® and International Institute of Business Analysis™ (IIBA)®, is no small undertaking. It requires focus, determination, and tenacity. Especially, the PMI-PBA Certification.

Project Management, Training and Development

Creating Future Leaders: Psychological Safety

Kiron Bondale

A study by HBR.org has indirectly found that companies with high levels of Psychological Safety have more successful leaders in the pipeline, suggesting to some experts a causal relationship between these two phenomena and leaving us wondering when we will see this change enacted on all levels within organizations as it is an important factor

Professional Development

Plan your 2021 Project Management Training

Megan Bell

As you would approach any high impact effort, you need a plan for your own professional development. Your Project Management Skill Development plan should be more than just “get a new job!” which in fact, is a desired outcome not a plan. Carefully consider your goals, resources, and timeline to create a measurable and actionable

Project Management

Leading Virtual Stand Up Meetings

Megan Bell

The Daily Stand-Up or Stand-Up is baked into Agile, with the team gathering every day for a focused review of tasks. The daily team meeting is by no means limited to those formally practicing an Agile methodology, project teams across industries hold them. A time to connect with each other, to refocus on the immediate

Project Management

How Are You Planning for Psychological Safety Within Your Team?

Kiron Bondale

I’ve delivered a number of presentations this year on the importance of building psychological safety within project teams and the role which project managers play. During these presentations I’m frequently asked the question “How do I go about creating it?“. While there are existing models such as Timothy R. Clark’s progressive four stage model, a

Project Management

Project Manager in a Matrix World

Megan Bell

How a business is structured can impact efficiencies, and Project Managers need a deep understanding of the organizational structure to successfully realize the best project outcomes. A common model is the “matrixed” organization, in which employees have both departmental and functional managers. In a matrixed organizational structure, an employee has a primary manager plus one