[{"_id":"project-settings","settings":{"translateMetaTags":true,"translateAriaLabels":false,"translateTitle":false,"showWidget":true,"isFeedbackEnabled":false,"fv":1,"customWidget":{"theme":"custom","font":"rgb(255,255,255)","header":"rgb(30,106,160)","background":"rgba(0,47,86,1)","position":"left","positionVertical":"bottom","border":"rgb(0,0,0)","borderRequired":false,"widgetCompact":true,"isWidgetPositionRelative":false},"widgetLanguages":[],"activeLanguages":{"es-LA":"Español (América Latina)","fr":"Français","zh-Hans":"中文","pt-BR":"Português (Brasil)","de":"Deutsch","ar":"العربية","ja":"日本語","ru":"Русский","it":"Italiano","tr":"Türkçe","th":"ไทย","vi":"Tiếng Việt","ko":"한국어","pl":"Polski","en":"English"},"enabledLanguages":["ar","de","en","es-LA","fr","it","ja","ko","pl","pt-BR","ru","th","tr","vi","zh-Hans"],"debugInfo":false,"displayBranding":true,"displayBrandingName":false,"localizeImages":false,"localizeUrls":false,"localizeImagesLimit":false,"localizeUrlsLimit":false,"localizeAudio":false,"localizeAudioLimit":false,"localizeDates":false,"disabledPages":[],"regexPhrases":[{"phrase":"#Showing 1-48 of <var total_pages=\"\"></var> items","candidate":"#Showing 1-48 of ","variables":["<var total_pages=\"\"></var>"],"regex":"^#Showing 1\\-48 of ([\\d ]{4,}) items$"},{"phrase":"#<var page1=\"\"></var> - <var page2=\"\"></var> of <var page3=\"\"></var>","candidate":"#","variables":["<var page1=\"\"></var>","<var page2=\"\"></var>","<var page3=\"\"></var>"],"regex":"^#([\\d ]{1,3}) \\- ([\\d ]{1,3}) of ([\\d ]{1,5})$"},{"phrase":"#<var results=\"\"></var> Results found for \"<var quotes=\"\"></var>\"","candidate":"#","variables":["<var results=\"\"></var>","<var quotes=\"\"></var>"],"regex":"^#([\\d ]{1,}) Results found for \"(.{1,})\"$"},{"phrase":"#<var num-hours=\"\"></var> hours ago","candidate":"#","variables":["<var num-hours=\"\"></var>"],"regex":"^#([\\d ]+) hours ago$"},{"phrase":"#(<var hour1=\"\"></var>:<var min1=\"\"></var> minutes)","candidate":"#(","variables":["<var hour1=\"\"></var>","<var min1=\"\"></var>"],"regex":"^#\\(([\\d ]{1,2}):([\\d ]{1,2}) minutes\\)$"},{"phrase":"#You are signed in as <var signed_in_as=\"\"></var>","candidate":"#You are signed in as ","variables":["<var signed_in_as=\"\"></var>"],"regex":"^#You are signed in as (.+?)$"},{"phrase":"#<var hour=\"\"></var>:<var minutes=\"\"></var> minutes","candidate":"#","variables":["<var hour=\"\"></var>","<var minutes=\"\"></var>"],"regex":"^#([\\d ]{1,2}):([\\d ]{1,2}) minutes$"}],"allowComplexCssSelectors":false,"blockedClasses":false,"blockedIds":false,"phraseDetection":true,"customDomainSettings":[],"seoSetting":[],"translateSource":false,"overage":false,"detectPhraseFromAllLanguage":false,"googleAnalytics":false,"mixpanel":false,"heap":false,"disableDateLocalization":false,"ignoreCurrencyInTranslation":false,"blockedComplexSelectors":[]},"version":200621},{"_id":"en","source":"en","pluralFn":"return n != 1 ? 1 : 0;","pluralForm":2,"dictionary":{},"version":200621},{"_id":"outdated","outdated":{"#NASTĘPNY":1,"#Pomoc":1,"#Dom":1,"#Access quick, high-impact content in the format that works best for you - read, listen, or watch!":1,"#Project Forward, Look Backward":1,"#Think About Your Vision and Mission":1,"#Determine Your Values":1,"#The Psychology of Time Management":1,"#<strong ljsid-1=\"\"><em ljsid-1-0=\"\">Negotiation</em></strong> by Brian Tracy":1,"#<strong ljsid-0=\"\"><em ljsid-0-0=\"\">10 Steps to Successful Time Management</em></strong> by Cyndi Maxey, CSP and Kevin E. O'Connor, CSP":1,"#Click here to buy this book":1,"#www.amacombooks.org":1,"#www.briantracy.com":1,"#<strong ljsid-1=\"\">Time Management </strong>by Brian Tracy is part of a series of three books designed to increase managerial effectiveness. While geared toward managers and executives, the book has practical value for anyone seeking to improve their time management skills in order to be more successful at work and in life in general. This easy-to-read book provides practical steps and numerous real-life examples for how to better manage time for maximum effectiveness. While focused on the workplace, the techniques have application for an individual's personal life as well.":1,"#<em ljsid-0=\"\">Time management is all about confidence and control</em>. Individuals who have high self-esteem have the confidence to set parameters on how their time is used. Those who feel out of control and as if they never have enough time are letting others determine their fate and will benefit from using techniques to develop a more positive self-image and a decisive attitude.":1,"#Estimated Reading Time: 1-2 hours, 99 pages":1,"#Good time management is not about trying to do more each day. Rather, it is about developing a sense of control over how time is spent and spending the most time doing the most important things each day--the activities that add value to work and to life. Ultimately, a happy life is a balanced life--where people pay equal attention to their \"inner lives,\" physical health, and relationships. Effectively managing time leads to this balance.":1,"#A clean and organized work space leads to more effective time management. Time wasted looking for important work papers or being derailed by distractions is time that is no longer available to spend on high-value activities. An office space well-stocked with supplies also means less time wasted looking for needed items. Focus and clarity require order.":1,"#ORGANIZE YOUR WORK SPACE":1,"#People should always make time for personal development. It will lead to increased contributions to the organization and better career growth. When people listen to audio programs for self development while traveling, they are practicing good time management skills. People should also set aside time to attend professional seminars lead by successful people who are achieving success in their fields.":1,"#INVEST IN PERSONAL DEVELOPMENT":1,"#Individuals should prioritize reading material so that only what is truly important stays on the reading list. Learning to speed read is a very good technique for effectively managing time. Batching reading together to be addressed during \"down time\" (such as plane travel) is another way to make use of time that would otherwise be wasted. People can absorb more high-value information more quickly by learning to organize their reading. They can also develop a system to choose what to read and when to read it.":1,"#READ FASTER, REMEMBER MORE":1,"#Unnecessary meetings can be one of the biggest time wasters of all. People should view meetings as business investments that tap valuable resources. They should manage meetings for the best return on time investment by being well-prepared with a set agenda, only inviting key players, and only attending meetings that meet the importance criteria described earlier. Holding \"stand up\" meetings, where no one sits, is a useful technique for keeping meetings short.":1,"#CONDUCT EFFECTIVE MEETINGS":1,"#<em ljsid-0=\"\">Time is a precious asset</em>. Time is an asset that cannot be replaced. Once used, it is gone forever. Therefore, making the most of time becomes increasingly important.":1,"#Answering telephone calls can take up a lot of time. Having calls screened or letting them go to voicemail, then returning them all at a designated time, recoups valuable time. People should be sure to make phone calls \"short and sweet\" and stick to the point. Setting appointments for calls rather than playing \"phone tag\" is another way to regain lost time spent on the telephone. People should consider the telephone a business tool, not a diversion or social outlet.":1,"#MANAGE THE TELEPHONE":1,"#Consecutively performing tasks that are similar--for example, returning all phone messages at the same time rather than throughout the day or taking care of the day's emails all at once--can shorten the time required to perform the tasks. Whenever possible, individuals should try to group similar tasks.":1,"#BATCH YOUR TASKS":1,"#Holding meetings in neutral locations (such as the hall or meeting rooms) so it is easier to end the meeting and return to work.":1,"#Avoiding \"chit chat\" during business phone calls.":1,"#Committing to do nothing but work while at work.":1,"#Unplanned interruptions waste time. Controlling interruptions and distractions is key to effectively managing time and can be accomplished through techniques like:":1,"#CONTROL INTERRUPTIONS":1,"#Using strategies to avoid interruptions, such as placing a \"do not disturb\" sign on the office door.":1,"#Effective time management leads to both professional and personal success and happiness. Successful time management is based on the following principles:":1,"#Taking advantage of work time when distractions can be avoided, such as going into the office earlier, working through lunch, or staying in the office later.":1,"#Doing important work in the morning, when energy levels are highest.":1,"#Serious projects require substantial amounts of dedicated time. Helpful ways to create this time include:":1,"#CREATE BLOCKS OF TIME":1,"#While everyone procrastinates to some degree, high performers never procrastinate on the important tasks. Individuals should adopt a \"do it now\" attitude. Helpful tools for avoiding procrastination include breaking large tasks into smaller tasks and then performing those tasks sequentially, or portioning out elements of a task over time.":1,"#OVERCOME PROCRASTINATION":1,"#The ability to concentrate and stay focused on a single activity is key to successful time management. People should fully complete each task before moving on to another task. Multi-tasking is a myth and should be avoided. Removing distractions--such as turning off the phone and email--is very helpful in maintaining single-minded concentration.":1,"#CONCENTRATE SINGLE-MINDEDLY":1,"#Good managers free time up for themselves by delegating to others. Managers should delegate anything that can be performed to a 70 percent level by someone else. People can easily learn and improve delegation skills.":1,"#DELEGATE TO OTHERS":1,"#Time is a precious asset that cannot be reclaimed. Once it is used, it is gone forever. These days, many people find themselves stressed and feeling out of control from never having enough time to do what they should and want to do. Author Brian Tracy claims it is not a lack of time but rather the mismanagement of time that causes these issues. In <strong ljsid-1=\"\">Time Management</strong>, Tracy provides insights about the consequences of mismanaging time as well as practical techniques that anyone can learn and master in order to gain control over their time and achieve both professional and personal success.":1,"#Everyone should know what their key result areas are, as well their managers' key result areas. Most professional failures come from failing to perform in a key result area.":1,"#Completely under the individual's control to fulfill.":1,"#Something for which an individual is solely responsible.":1,"#An absolute requirement of the job.":1,"#<em ljsid-1=\"\">Key result areas</em> are the activities that define an individual's contribution to the organization. Key result areas are:":1,"#DETERMINE YOUR KEY RESULT AREAS":1,"#<em ljsid-0=\"\">Not Urgent and Not Important</em>. These are totally unnecessary tasks that add no value and should be eliminated.":1,"#<em ljsid-0=\"\">Urgent, but not important</em>. More trivial tasks that should be integrated into the flow, but done quickly.":1,"#<em ljsid-0=\"\">Important, but not urgent</em>. Can be delayed in the short term, but should be addressed over other less important tasks.":1,"#<em ljsid-0=\"\">Urgent and important</em>. Do immediately.":1,"#ISBN: 9780814433430":1,"#Individuals should continually assess what the most valuable use of their time is in any situation--work or personal--by assigning, prioritizing, and acting on each task according to the following model:":1,"#STAY ON TRACK":1,"#<em ljsid-0=\"\">The Law of Three</em>. Typically there are no more than three essential tasks people have to perform to make the majority of their contributions to an organization. People need to identify these by imagining there are only three tasks to do to benefit the organization and spend the most time on them.":1,"#<em ljsid-0=\"\">Get More Important Things Done</em>. Individuals should visualize a substantial reward for doing the truly essential work in a very short amount of time, and then do it as if the reward were in the balance.":1,"#<em ljsid-0=\"\">Put on the Pressure</em>. People should resist the urge to do the easy tasks first. They should always start the day with the most important (and often most difficult) ones.":1,"#<em ljsid-0=\"\">The Pareto Principle</em>. Twenty percent of an individual's job responsibilities account for 80 percent of the value that individual contributes to the organization. People should identify and focus on that 20 percent.":1,"#Successful time management depends on determining which tasks are the most important ones and then devoting the most time to those tasks. In addition to the ABCDE method, there are other techniques people should use to stay focused on the most important tasks:":1,"#SET CLEAR PRIORITIES":1,"#People should assign any new task that comes along during the day to one of the letters, and then they need to manage them accordingly.":1,"#Once the list is created, tasks are assigned a letter based on their level of importance. \"A\" tasks are tasks that must be done first. \"B\" tasks should be done, but not before \"A\" tasks. \"C\" tasks are \"nice to do,\" but have no consequences on work performance. \"D\" tasks are those which can (and should) be delegated to others. \"E\" tasks are those which should not be done at all because they have no value to overall goals.":1,"#Adapted by permission of AMACOM, American Management Association":1,"#People should start each day with a \"to do\" list. This is mandatory for effective time management. <em ljsid-1=\"\">The ABCDE method</em> is a very effective technique for prioritizing and eliminating items on the list.":1,"#CREATE YOUR DAILY \"TO-DO\" LIST":1,"#Projects typically require numerous tasks. Chronological checklists are critical. Charting them on a <em ljsid-1=\"\">PERT (Program Evaluation Review Technique)</em> chart leads to greater control over sequencing. A PERT chart helps people lay out a goal and the actions needed to reach the goal in a visual way. Each person working on the project can use the chart and can repeat the process of charting for every portion of the project.":1,"#CHART YOUR PROJECTS":1,"#Who the best partners are to enlist in helping to achieve the goal.":1,"#Obstacles or skill and knowledge gaps that might impede achievement.":1,"#Clarity on goals is very important. Once a clear goal is established, it should be assessed against:":1,"#Creating written plans is an essential element of good time management. Individuals should write down every action they need to take to reach a goal. They should then organize these actions by sequence and priority. People should regularly review their written plans and adjust them when circumstances change.":1,"#MAKE WRITTEN PLANS":1,"#People should begin each day with thoughtful planning about how their time will be spent, from both a short-term and long-term perspective. They should base their present decisions on future goals. Having clear visions of the future will guide their activities in the present. People should factor in their personal values, visions, and missions when making decisions on how to spend their time.":1,"#©2013 by Brian Tracy":1,"#PROJECT FORWARD, LOOK BACKWARD":1,"#Always looking for a better way to perform.":1,"#Focusing on the end goal and how to best achieve it.":1,"#Analyzing a situation before acting.":1,"#There are two kinds of thinking: <em ljsid-1=\"\">fast thinking</em> (which drives most day-to-day actions) and <em ljsid-3=\"\">slow thinking</em> (which drives the thoughtful actions that lead to deeper fulfillment). Slow thinking should have the greater focus in determining time allocation. Slow thinking can be improved by:":1,"#THINK ABOUT YOUR VISION AND MISSION":1,"#Personal values must be aligned with actions for good time management to manifest. Introspection is the starting point, followed by choosing to spend the most time on the most valued activities. Individuals should be able to define who they are, how they view other people in general, their attitudes toward life, and their personal and professional goals prior to deciding how to allocate their time.":1,"#Personal...":1,"#DETERMINE YOUR VALUES":1,"#Practicing self-affirmation, visualization, and \"acting as if\" good time management has already been mastered.":1,"#by Brian Tracy":1,"#Being decisive about how time will be spent.":1,"#Developing a self-image as people who are in control and who can turn their beliefs into realities.":1,"#Individuals can increase this sense of control by:":1,"#The <em ljsid-1=\"\">Law of Control</em>, which is based on the premise that having a sense of control over how time is spent leads to increased self-confidence and productivity, is the psychological foundation of good time management. This dynamic is cyclical--confidence builds control, which in turn builds confidence.":1,"#THE PSYCHOLOGY OF TIME MANAGEMENT":1,"#<em ljsid-0=\"\">Anyone can learn to more effectively manage their time</em>. People can learn time management skills. They should practice these skills repeatedly. Developing good habits control how people spend their time.":1,"#<em ljsid-0=\"\">Focus and clarity are paramount</em>. Multi-tasking, distractions, and interruptions are all big time wasters. To be effective, individuals must focus on one task at a time and take control over factors that interrupt focus or distract from clear thinking.":1,"#time-management":1,"#<em ljsid-0=\"\">The most important work should be allotted the largest amount of time</em>. Much of people's time is wasted on the easy-to-do and less important tasks. Often this means never devoting enough time to the really important activities--those that lead to professional success and personal fulfillment. People should always do the important work first. They should give these tasks the most attention.":1,"#<strong ljsid-1=\"\">Brian Tracy</strong> is a professional speaker, trainer, seminar leader, and consultant, and chairman of Brian Tracy International, a training and consulting company based in Solana Beach, California. Tracy bootstrapped his way to success. In 1981, in talks and seminars around the U.S., he began teaching the principles he forged in sales and business. Today, his books and audio and video programs--more than 500 of them--are available in 38 languages and are used in 55 countries. He is the bestselling author of more than 50 books, including <em ljsid-3=\"\">Full Engagement</em> and <em ljsid-5=\"\">Reinvention</em>.":1,"#Organize Your Work Space":1,"#Invest in Personal Development":1,"#Read Faster, Remember More":1,"#Conduct Effective Meetings":1,"#Manage the Telephone":1,"#Batch Your Tasks":1,"#<em ljsid-0=\"\">Good time management is plan-based</em>. Effective time management does not just happen. It requires thoughtful planning and a series of written activities--such as checklists, project plans, and prioritization systems--that can be repeatedly referenced and adjusted as circumstances change.":1,"#Control Interruptions":1,"#Create Blocks of Time":1,"#Overcome Procrastination":1,"#Concentrate Single-Mindedly":1,"#Delegate to Others":1,"#Determine Your Key Result Areas":1,"#Set Clear Priorities":1,"#Create Your Daily \"To-Do\" List":1,"#Chart Your Projects":1,"#Make Written Plans":1,"#<em ljsid-0=\"\">Effectively managing time depends on having a clear vision, values, and goals</em>. If people do not know where they are going and why, they are wasting their time. A strong sense of individual purpose that aligns with daily activities drives time management practices that lead to achieving goals.":1,"#The COVID-19 pandemic set off a crash course in virtual events, as in-person cancellations sent companies hustling for digital solutions. Virtual and hybrid event formats are more than stand-ins for live gatherings, however. Bringing their own compelling advantages—including global audiences and a wealth of participant data—these formats will remain central to the events world long after COVID-19. In Transitioning to Virtual and Hybrid Events, Ben Chodor and Gabriella Cyranski offer a detailed guide for business leaders and event teams looking to adopt these formats while making the most of their unique features.":1,"#Transitioning to Virtual and Hybrid Events":1,"#Today’s workplaces require Human Resources (HR) departments that are flexible and agile, creating shared value for organizations, employees, and end customers. In Agile HR, Natal Dank and Riina Hellström share how adopting Agile methodologies can allow HR departments to co-create change with employees, break down complex problems into small slices of value, and keep the customer at the center.":1,"#Agile HR":1,"#By one estimate, ineffective project management in IT alone costs stakeholders $3 trillion every year. In Transforming Project Management, Duane Petersen argues that the widely accepted principles defined by the Project Management Institute (PMI) don’t go far enough to establish a productive and reliable framework for project management success. He addresses common project management pitfalls to encourage project managers as well as investors, taxpayers, business school faculty, and leaders in the public and private sectors to think about project management in a smarter, more goal-focused way.":1,"#Transforming Project Management":1,"#<em ljsid-1=\"\"> *Rolling wave planning</em>: Imminent tasks should be planned in detail, while future tasks can be planned more broadly.":1,"#Projects have become one of the primary structures by which organizations deliver long-term or large-scale work, but managing multiple projects can quickly become a stressful and difficult affair. In Managing Multiple Projects, Elizabeth Harrin draws on research and experience with project management to outline a practical guide to coordinating the expectations of multiple projects, building the skills necessary for effective task scheduling, and clarifying the details of your total workload.":1,"#Elizabeth Harrin":1,"#Managing Multiple Projects":1,"#Every project leader faces similar challenges creating and unifying a team, accounting for a changing business environment, and producing the deliverables desired by their stakeholders. Getting the Job Done by Kevin Torf takes a step-by-step look at the requisite building blocks of every project: planning, reflection, organization, juggling, empowerment, communication, teamwork, and standards (P.R.O.J.E.C.T.S.). This framework for project management employs a hybrid-Agile methodology built on small iterations and frequent meetings, which can unleash your team’s true potential and keep everyone moving together in the same direction as they confront the daily challenges of a large project.":1,"#Kevin Torf":1,"#Getting the Job Done":1,"#Creating a Motivational Climate":1,"#<em ljsid-1=\"\"> *Work breakdown structures:</em> Activities and tasks within the PMP are broken down in order to properly assign work according to time requirements and available resources.":1,"#Utilizing Effective Risk-Response Strategies":1,"#2020-project-management":1,"#<strong ljsid-1=\"\">Tony Marks</strong> is managing director of 20:20 Business Group, the U.K.'s largest specialist project management training and consultancy company, with offices in Scotland, England, the United States, and the Czech Republic, and partners in Scandinavia, West Africa, and the Middle East. He has 30 years of experience in project management--delivering high value projects, consulting, and teaching in a wide range of sectors including utilities, nuclear, oil and gas, engineering, construction, IT, and telecoms.":1,"#Glossary of terms":1,"#8. Teams and your project":1,"#7. Project leadership":1,"#6. Estimating your project":1,"#5. Risk and your project":1,"#4. Executing your project":1,"#3. Planning your project":1,"#<em ljsid-1=\"\"> *Project management plan (PMP)</em>: A broad and comprehensive project plan based on the business case serves as the guide throughout the project's management.":1,"#2. Defining your project":1,"#1. Starting your project":1,"#About the author":1,"#Using this book":1,"#Acknowledgements":1,"#By Tom Kendrick":1,"#<em ljsid-1=\"\">100 Tips and Techniques for Getting the Job Done Right</em>, Third Edition":1,"#The Project Management Tool Kit":1,"#By Rory Burke and Steve Barron":1,"#<em ljsid-1=\"\">Building Creative Teams</em>, Second Edition":1,"#<em ljsid-1=\"\"> *Business case</em>: Before beginning a project, a manager must identify the benefits versus the costs and risks, then choose project objectives based on those benefits.":1,"#Project Management Leadership":1,"#<strong ljsid-1=\"\">20:20 Project Management</strong> by Tony Marks provides a practical guide to project management. Each chapter contains a best practices case study, as well as graphs, charts, explanations of terms, and detailed examples of the materials discussed. There is also a glossary of important terms. The book is organized to follow a project's life cycle, and may serve as a reference guide throughout a project. Those who work in project management, as well as anyone involved in an organizational project, would find it beneficial.":1,"#Estimated Reading Time: 4-5 hours, 320 pages":1,"#For team management, project managers should monitor and motivate team performance, and work to resolve all issues both within the project and among the team. It is crucial for the project manager to have excellent interpersonal skills and to be able to develop interpersonal skills among the team members.":1,"#For team development, project managers must use focused training to build technical skills and team-building activities to nurture team bonding and essential interpersonal skills. Project managers should establish reliable assessments of team performance in order to ensure proper development.":1,"#For team requirements, project managers need to select an executive team that understands the objectives and deliverables of a project, and then develop a resource plan that includes a responsibility assignment matrix, organizational chart, resource management plan, training plan, recognition and reward scheme, and health and safety regulations.":1,"#The development of the project's team is crucial to its success. Therefore, project managers must know how to develop and manage a team. They should understand the following three elements: <em ljsid-1=\"\">team requirements, team development</em>, and<em ljsid-3=\"\"> team management</em>.":1,"#TEAMS":1,"#Good project leadership is necessary to gain loyalty and motivation from employers and team members, which in turn will result in higher profits. Leadership entails more than management--it is about taking action and inspiring others. According to Professor Jon Adair's leadership model, effective project leadership can be split into three key elements: <em ljsid-1=\"\">achieving the task, developing the team</em>, and <em ljsid-3=\"\">developing the individual</em>. All these elements are dependent on one another. Many project managers mistakenly focus on achieving the task at the expense of developing the individuals and the team, without realizing that their development is the best way to achieve the task. For proper development, project leaders must be able to effectively communicate to everyone. They must be aware and intentional about their facial and bodily expressions, tone of voice, and content of their speech. All of these elements communicate something, and visual communication is the strongest. Good leaders give both developmental feedback and motivational feedback, but are careful to keep a distinction between the two.":1,"#A project's life cycle comprises five phases: defining, appraising, planning, executing, and completing. Several key elements within these phases contribute to a project's successful control of cost, time, and quality:":1,"#LEADERSHIP":1,"#<em ljsid-1=\"\"> *Top-down estimates</em> use multiple points of data, including previous history, parametric estimates, WBS, and expert opinions.":1,"#<em ljsid-1=\"\"> *Parametric estimates</em> define parameters of time and costs needed for a specific project.":1,"#<em ljsid-1=\"\"> *Comparative estimates</em> use information from previous similar projects to estimate what will be needed for the new project.":1,"#<em ljsid-1=\"\"> *Bottom-up estimates</em> are one of the more precise estimating techniques. They rely on detailed information like overhead, constraints, and time for activities to determine each activity's resources and time requirements.":1,"#The success of each project will depend on the estimates made before and during its development. An estimate should be made based on business benefits and it must rely on quality information. It is essential to document and date the assumptions used for an estimate so that they can be consulted by the project manager when making decisions. An estimate seeks to foresee the time of production as well as its costs and resources. Primary estimation methods include the following:":1,"#ESTIMATING":1,"#Projects that consistently follow these stages of risk management are more likely to succeed.":1,"#<em ljsid-1=\"\">6. Monitoring</em> ensures reliable and continual reporting of risks.":1,"#<em ljsid-1=\"\">5. Mitigation strategy</em> selects the risks with the highest exposure and finds ways to mitigate those risks through removal, transference, reduction, or management.":1,"#In <strong ljsid-1=\"\">20:20 Project Management</strong>, Tony Marks provides a guide for successful project management. Projects come in many forms and for many purposes, whether professional, commercial, or personal, but all projects have the same basic attributes. A lack of standard strategies for project management leads to project inefficiencies. Marks incorporates the best practice procedures and provides reliable guidelines so that every project can be fulfilled successfully and efficiently.":1,"#<em ljsid-1=\"\">4. Risk exposure</em> catalogues the risk, the impact of the risk, and the probability of that risk.":1,"#<em ljsid-1=\"\">3. Probability analysis</em> involves percentages and is categorized by a high/medium/low matrix.":1,"#<em ljsid-1=\"\">2. Risk impact analysis</em> focuses on risks according to particular places of impact, like time or cost, and on the level of impact, based on various estimation techniques.":1,"#<em ljsid-1=\"\">1. Risk identification</em> includes team brainstorming, nominal group technique, interviews, Delphi technique, SWOT analysis, checklists, and a risk register.":1,"#In either case, risk management is proactive rather than reactive, and it requires systematic implementation of a control method. There are six crucial stages in risk management:":1,"#There are two core approaches for identifying and managing risk. <em ljsid-1=\"\">Qualitative</em> management uses the expertise of the team members to determine the types of risks, their sources, and the nature of their impact, while <em ljsid-3=\"\">quantitative</em> management uses large wells of historical and statistical data to predict the likelihood and impact of risks. Qualitative management is more common because stores of statistics are not often readily available.":1,"#Anticipating and managing risk is essential for a project's success. Ideally, risk management will occur during the planning of the business case, but will continue throughout the development and progress of the project. A risk is any uncertain event that could affect the project objectives. Project managers should focus on the overall project risk, which is \"the exposure of stakeholders to the consequence of variations in outcome.\" Risks can sometimes become opportunities, such as when an unforeseen event provides a way for stakeholders to benefit. Each risk must be categorized on the particular desires and needs of the stakeholders and assessed accordingly. How managers handle risk is determined by their tolerance of it; the three classifications are <em ljsid-1=\"\">risk averter, risk neutral</em>, and <em ljsid-3=\"\">risk seeker</em>. A risk averter prefers to be more certain of the outcome and may insist on certain requirements before accepting a risk. A risk seeker, on the other hand, prefers a less certain outcome and is more than willing to accept a risk.":1,"#RISK":1,"#In order to execute a project well, it is important to find the practices that best control time, cost, and quality. There are four major steps in process control: set the measure, record progress, assess impact, and take action. To set the measure, the project manager needs to set a <em ljsid-1=\"\">baseline</em> on which to measure the success of the project. To record progress, the project manager needs to make sure the project objectives are being met, and needs to account for the difference between planned status and actual status, or <em ljsid-3=\"\">variance</em>. Progress reports should be frequent and honest. After progress has been reported, the project can now be assessed according to its fulfillment of the baseline. If the project manager incorporates changes to adjust to variance, the changes must adhere to the baseline and be completely evaluated before taking action. After the project is completed, it must be fully evaluated. Lessons learned should be documented so that future projects will benefit from the knowledge gained.":1,"#EXECUTION":1,"#4. The <em ljsid-1=\"\">S-curve</em> illustrates the cumulative resource requirements over the course of the project and is used to monitor the project.":1,"#3. A <em ljsid-1=\"\">resource histogram</em> shows the peaks and troughs in daily or weekly resource demand for each activity.":1,"#2. The <em ljsid-1=\"\">bar chart</em> is used to represent the established schedule for activities.":1,"#<em ljsid-1=\"\">1. Precedence networks</em> are documents showing the logical links between all project activities, which allows the organization to determine how much time a project will take and which activities need to take precedence. Tasks and resources can then be allocated accordingly.":1,"#There are four major planning documents:":1,"#Planning is crucial to prevent failure. Following the initial creative idea, organizations should develop a broad plan, define the plan more specifically, and determine the business case on which measurements will be based. In general, organizations should utilize <em ljsid-1=\"\">rolling wave planning</em>, in which imminent work is planned in detail while future work is more broadly planned.":1,"#PLANNING":1,"#No matter how well the scope of project is defined, a project's requirements will change as it develops. Therefore, an effective method is needed to control those requirements. This method, which continually controls, analyzes, documents, filters, and communicates the requirements, is called r<em ljsid-1=\"\">equirements management</em> and should be well utilized by the project manager.":1,"#Scope management determines what needs to be delivered and how to deliver it. The details develop as the project progresses, but the scope of the project should be defined in the business case. The scope can be broken into more manageable pieces through the <em ljsid-1=\"\">project breakdown structure (PBS)</em>, which defines the product deliverables, and the <em ljsid-3=\"\">work breakdown structure (WBS)</em>, which defines the work needed to produce the deliverables. Both use a hierarchal tree structure, with the broad categories at the top branching out to the specifics. WBS determines what the organizational structure will look like and what tasks will be assigned to whom.":1,"#DEFINING":1,"#©2012 by Tony Marks":1,"#The most common project failures have to do with the original definition and appraisal of a project plan. Some of these include unclear or unrealistic objectives, lack of executive support and client involvement, lack of risk anticipation, undetailed plans, changing objectives, personality problems, individual failure, and poor teamwork. Because it is the most common phase of failure, the initial phase of a project plan should not be rushed.":1,"#A project's success should be guided by <em ljsid-1=\"\">key performance indicators</em>. These are a small number of measurable factors essential for achieving the project's goals. These indicators should clarify the most important elements in a project management plan.":1,"#A project leader's most important priority is clarifying a project's objectives based on its tangible needs. The objectives should be achievable and the benefits quantifiable. The objective should be justified by a <em ljsid-1=\"\">business case</em>, which judges a project's worth based on an evaluation of benefits versus cost and risk. The benefits can be measured in a variety of quantitative ways, and the success of the project should be based on the achievement of these benefits, as agreed upon by the stakeholders, who are any organizations or people involved in or affected by the project. If at any period in the project's life cycle the project fails justification, it should be reassessed. The business case should serve as a kernel for the more comprehensive <em ljsid-3=\"\">project management plan,</em> which encompasses how the objectives will be achieved, who will be involved, and how the project will be measured.":1,"#A project leader's most important priority is clarifying a project's objectives based on its tangible needs. The objectives should be achievable and the benefits quantifiable. The objective should be justified by a <em ljsid-1=\"\">business case</em>, which judges a project's worth based on an evaluation of benefits versus cost and risk. The benefits can be measured in a variety of quantitative ways, and the success of the project should be based on the achievement of these benefits, as agreed upon by the stakeholders, who are any organizations or people involved in or affected by the project. If at any period in...":1,"#STARTING":1,"#www.koganpageusa.com":1,"#2020projectmanagement.com":1,"#<em ljsid-1=\"\"> *Project leadership</em>: Good project leadership is necessary to gain loyalty and motivation from both employers and team members, which in turn will result in higher profits.":1,"#<em ljsid-1=\"\"> *Estimating</em>: An estimate seeks to foresee the time, costs, and resources of production. The success of every project will depend on the estimates made before and during its development.":1,"#<em ljsid-1=\"\"> *Risk management</em>: This crucial strategy helps leaders anticipate and plan against future events that will affect the outcome of the project.":1,"#by Tony Marks":1,"#Clicking this link will redirect to relevant products for the Author Tony Marks.":1,"#Modern businesses, even those developed through the passionate vision of entrepreneurs, often reach a plateau of development at which growth slows and motivation is lost. In Vision to Reality, Curtis L. Jenkins offers practical advice for taking your organization and your personal development out of stagnation and back to the growth phase by identifying your goals, focusing your efforts, and turning your visions into reality through the Realization Framework Experience.":1,"#Curtis L. Jenkins":1,"#Vision to Reality":1,"#Developing and Organizing Presentation Content":1,"#In 20:20 Project Management, Tony Marks provides a guide for successful project management. Projects come in many forms and for many purposes, whether professional, commercial, or personal, but all projects have the same basic attributes. A lack of standard strategies for project management leads to project inefficiencies. Marks incorporates the best practice procedures and provides reliable guidelines so that every project can be fulfilled successfully and efficiently.":1,"#Tony Marks":1,"#20:20 Project Management":1,"#Diversity in society and the workplace is too often treated as a checklist of representation rather than an opportunity for improvement. Drawing on conversations with hundreds of diversity activists from all levels of society, Rohit Bhargava and Jennifer Brown wrote Beyond Diversity as a guide for taking actionable steps to create a more inclusive world. Whether you have privilege or are a member of a marginalized group, learn to recognize problems around you and the actions you can take to create a more diverse and socially conscious society.":1,"#Beyond Diversity":1,"#AI is an important general-purpose technology, and despite misconceptions surrounding it, now’s the time to aggressively pursue AI for various business purposes. In Artificial Intelligence from Harvard Business Review Press, several contributors from academia and business explore the current applications of AI, where it’s headed in the future, and how its implementation can improve short-term value and long-term opportunity. By understanding which AI technologies to use and where to focus them within your organization, you can become an early adopter of this important tool and help your business make better decisions, improve operational processes, and gain a competitive edge.":1,"#Artificial Intelligence":1,"#In the business world, artificial intelligence (AI) has been a topic of discussion for many years. As AI capabilities have advanced, however, interest in these technologies has grown. Traditionally, AI has been used to automate business processes. Now, organizations are exploring how AI can enable employees and machines to work in collaborative ways. In Human + Machine, Paul R. Daugherty and H. James Wilson offer insights into the application of AI to business. They reveal the key management practices and skills organizational leaders need to succeed in this age of AI.":1,"#Human + Machine":1,"#Is artificial intelligence (AI) our hope for the future or our path to doom? According to psychologist Tomas Chamorro-Premuzic, that all depends on what we do with it. As he explains in I, Human, like most every innovation since the beginning of time, there’s a good side and a bad side to AI. Our job as humans is to examine the role AI plays in our lives and then take the right steps to make sure it’s working for us rather than against us.":1,"#David De Cremer":1,"#All in on AI profiles companies that have transformed themselves by integrating AI into every facet of their operations. Throughout the book, Thomas H. Davenport and Nitin Mittal detail the steps these companies took, which technologies they adopted, and how they succeeded in generating more value. By adhering to the AI lessons they learned, your company can also become more efficient, profitable, and capable of delivering superior customer experiences.":1,"#All in on AI":1,"#TOMAS CHAMORRO-PREMUZIC":1,"#I, Human":1,"#Artificial intelligence (A.I.) has had a place in the public dialogue for decades, but it hasn’t had a meaningful impact on business. Thanks to recent advances in technology, however, A.I. is becoming a reality. In Own the A.I. Revolution, Neil Sahota and Michael Ashley explore the current A.I. landscape and discuss how it will lead to myriad growth opportunities for businesses of all types.":1,"#Own the A.I. Revolution":1,"#361 Results found for <span ljsid-1=\"\">\"Ai\"</span>":1,"#Liked (9)":1,"#The self-described nonlinear learner thrived in this ever undulating environment. It didn't matter whether she was assisting in a startup venture or acting as a human resources generalist within the international division of PepsiCo's New York headquarters. She viewed each new position as an opportunity to learn and support others, which is just what PepsiCo wanted.":1,"#The self-described nonlinear learner thrived in this ever undulating environment. It didn't matter whether she was assisting in a startup venture or acting as a...":1,"#For the past 30 years, Teichgraeber worked her way through various positions within the human resources department at PepsiCo Inc., spending time everywhere from talent acquisition to organizational development.":1,"#Leslie Teichgraeber has a knack for filling in the gaps. It helps that she knows exactly where to find them.":1,"#As vice president of PepsiCo University, Leslie Teichgraeber connects global leaders and fills learning gaps to help the company succeed during a major rebranding effort.":1,"#a-global-vision":1,"#Copyright of Chief Learning Officer is the property of MediaTec Publishing, Inc and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission.":1,"#Sarah Sipek is a Chief Learning Officer associate editor.":1,"#“Leslie is one of the most passionate and authentic leaders I've come across,” Ezama said. “She stays intimately close with what is going on in the business. At the end of the day, our programs are as good as how relevant they are to helping us achieve our business goals. Leslie does a fantastic job of focusing on strategic capabilities with the greatest impact in the short and the long term. Personally, I will always be very thankful that she pushed me to be a better leader on so many fronts.”":1,"#Sergio Ezama, the senior vice president of global talent management and development at PepsiCo, said he attributes the company's ability to grow and thrive in a global market, as well as his own development as a leader, to Teichgraeber's efforts.":1,"#If the approximately 150,000 PepsiCo employees who work on the front lines driving trucks and stocking shelves are able to access real-time reactions to displays and new product rollouts, Teichgraeber said global learning can evolve to meet just-in-time needs. It is that kind of forward-thinking approach that makes her so valuable to PepsiCo.":1,"#Moving forward, Teichgraeber said she will help to solve that problem via user-generated content that captures and reflects the changing marketplace in real time, recorded by a PepsiCo associate. “It takes the whole concept of collaboration and knowledge-sharing to a whole new level.”":1,"#“Historically, the largest profit-drivers for our business have been on the snacks and beverages side of the business,” Teichgraeber said. “We are very proud of that. We also recognize that consumer interests are broadening, and our large concern is healthier products. Like any good consumer company, we need to be out in front of that in the interest of the consumer, and provide them with really healthy and fun snacking opportunities.”":1,"#by SARAH SIPEK":1,"#One of the greatest challenges PepsiCo faces is the changing consumer market. While global leaders will help PepsiCo executives make decisions under a single vision going forward, there is no ignoring consumer input. For the past 20 or 30 years, the beverage category in America has been fairly predictable, Minges said. Now things are shifting, and the company's portfolio has more of a demand than a supply orientation.":1,"#From Supply to Demand":1},"version":200621}]