Eq for project managers
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The document discusses the importance of emotional intelligence for project managers. It outlines challenges project managers face including meeting constraints, stakeholder conflicts, and leading virtual teams. It argues that project managers need both business skills like scope and risk management, as well as people skills including self-awareness, relationship management, and team leadership. The document presents an EQ model for project managers with five components: self-awareness, self-management, social awareness, relationship management, and team leadership. It provides examples of how emotional intelligence can help project managers in each of these areas.
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Eq for project managers
The document discusses the importance of emotional intelligence for project managers. It outlines challenges faced by project managers, such as meeting constraints and stakeholder conflicts. It argues that to be successful, project managers must have both business skills, like scope and risk management, as well as people skills, including self-awareness, relationship management, and team leadership. The document presents an EQ model and provides tips in each area for project managers to develop their emotional intelligence and better handle the human aspects of managing projects.
EQ for project managers
The document discusses the importance of emotional intelligence for project managers. It outlines challenges faced by project managers, including meeting project constraints and dealing with stakeholder conflicts. It argues that project managers need both business skills, like project integration and risk management, as well as people skills, such as self-awareness, relationship management, and team leadership. The document proposes using an emotional intelligence model to help project managers develop these people skills. This includes increasing self-awareness, self-management, social awareness, relationship management, and team leadership abilities. The key takeaway is that project managers should focus on building strong people skills like practicing empathy, self-assessment, managing resources, and becoming resonant leaders.
Project leadership - we stand alone together (George Cameron) SCOT100915
Project leadership - we stand alone together (George Cameron) SCOT100915Association for Project Management
This presentation was given by George Cameron of 2020 business insight to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.Effective Capability Building
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
Attributes of Project Manager
Traits required for Project Manager to fulfilling his assigned tasks through his team members in an aligned manner.
People technology
To
(1) increase People Technology literacy among Line Managers
(2) thus increase HR function's efficacy
Indispensable Project Manager
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
Agile Network India | Agile and Mindset Transformation | Swapna Somasi
The document discusses five stages of mindset transformation within an organization:
1. Conception of change - Identifying problems like low productivity and outdated methods.
2. Discovery - Exploring potential solutions like adopting Agile methodology.
3. Piloting the change - Testing solutions on a pilot team and reviewing periodically.
4. Setting priorities - Evaluating what is and isn't working to determine necessary changes.
5. Measuring growth and progress - Tracking results against KPIs to achieve outcomes like increased productivity and innovation.
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Eq for project managers
The document discusses the importance of emotional intelligence for project managers. It outlines challenges faced by project managers, such as meeting constraints and stakeholder conflicts. It argues that to be successful, project managers must have both business skills, like scope and risk management, as well as people skills, including self-awareness, relationship management, and team leadership. The document presents an EQ model and provides tips in each area for project managers to develop their emotional intelligence and better handle the human aspects of managing projects.
EQ for project managers
The document discusses the importance of emotional intelligence for project managers. It outlines challenges faced by project managers, including meeting project constraints and dealing with stakeholder conflicts. It argues that project managers need both business skills, like project integration and risk management, as well as people skills, such as self-awareness, relationship management, and team leadership. The document proposes using an emotional intelligence model to help project managers develop these people skills. This includes increasing self-awareness, self-management, social awareness, relationship management, and team leadership abilities. The key takeaway is that project managers should focus on building strong people skills like practicing empathy, self-assessment, managing resources, and becoming resonant leaders.
Project leadership - we stand alone together (George Cameron) SCOT100915
Project leadership - we stand alone together (George Cameron) SCOT100915Association for Project Management
This presentation was given by George Cameron of 2020 business insight to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.Effective Capability Building
Capability Building is one of the top most strategic priority for an organization. Even after taking many measures, the real benefit is never realized. With this Presentation a small effort is made to analyze the effectiveness of the different measures taken by the Organizations in building capabilities. The various problems are discussed along with the Vision, Principles and frameworks to resolve the same.
Attributes of Project Manager
Traits required for Project Manager to fulfilling his assigned tasks through his team members in an aligned manner.
People technology
To
(1) increase People Technology literacy among Line Managers
(2) thus increase HR function's efficacy
Indispensable Project Manager
Managing projects effectively has become essential in every organisation large or small. The uncertainties of the world business economy, rapidly changing technology, and the intensifying focus on sustainability has driven many organisations to develop specific methods for managing projects and to seek highly qualified and competent people to manage those projects. These driving factors require today’s project managers to accept and adapt to change, lead diverse teams, act as ambassadors for their organisations and deal with a multitude of challenging project stakeholders.
It is clear that Project managers are placed in a unique position. They must balance their roles as leader and manager, interface with multiple types of stakeholders, are often the "face" of their organisation to its customers, and must deal with a seemingly unending stream of challenges to be successful. These challenges and the ability to address them require the project manager to maintain awareness of personal brand of and the impact it will have on project assignments, career opportunity, and the willingness of project teams to work for and support the project manager. As the profession of project management evolves and the demand for competent and value driven project managers increases, personal brand and reputation have become major factors in the criteria used to select and assign people to project leadership positions.
Indispensable Factors
The project manager must develop skills and competencies in several areas to be considered for an assign. In addition there are 4 major factors a project manager must address and continue to develop:
Accomplishability: your ability to achieve and deliver valued results.
Value/cost: the value delivered perception relative to the cost.
Supply/Demand: the market dynamics of your position, skills, etc.
Likeability: how others perceive you.
This presentation addresses the importance of the professional project manager in today’s business environment and the need for the project manager to continually enhance existing skills, adapt to a changing environment, and become a “go to” person in the organisation. Emphasis is placed on understanding the business needs of an organisation, clearly and visibly creating value from a client and supplier view point, and continually developing and managing personal brand.
Agile Network India | Agile and Mindset Transformation | Swapna Somasi
The document discusses five stages of mindset transformation within an organization:
1. Conception of change - Identifying problems like low productivity and outdated methods.
2. Discovery - Exploring potential solutions like adopting Agile methodology.
3. Piloting the change - Testing solutions on a pilot team and reviewing periodically.
4. Setting priorities - Evaluating what is and isn't working to determine necessary changes.
5. Measuring growth and progress - Tracking results against KPIs to achieve outcomes like increased productivity and innovation.
Pmiuk feb 2020 webinar stakeholder engagement for infrastructure projects
Stakeholder Engagement (not management) is one of the factors considered to be critical for project success, yet it is under-represented in the bodies of knowledge and other “best practice” standards and methodologies.
As one of the “soft skills” it is often left to be implemented at the discretion of the Project Manager and their team, and therefore is under-resourced. It is often responsive, rather than pro-active.
Based upon current research and recent case studies, this webinar will provide an overview of the International Association for Public Participation spectrum (IAP2) and discuss when each element of the spectrum could and should be applied.
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Innovative leadership combines different leadership styles to influence employees to create new ideas, products, and services. The key role is the innovation leader, who acts as a creative visionary that motivates people to turn ideas into reality. Successful innovation leaders have powerful imaginations, excellent communication skills, and the ability to work with and motivate creative thinkers. They are also willing to stop projects when necessary and have relevant expertise in their area of innovation. Important traits of innovative leaders include having strategic vision, customer focus, trust-building, prioritizing what's right for the organization, setting stretch goals, emphasizing speed, candid communication, and leading by inspiring action.
Leadership: Being an Effective Project Manager
This document provides guidance for project managers on key responsibilities and skills needed to manage projects successfully. It discusses managing complexity through planning, monitoring progress, and problem-solving, as well as leading change by recognizing needs, providing direction, and adapting as needed. Effective project managers form cooperative relationships, understand stakeholder perspectives, and proactively address potential issues. Personal integrity, communication skills, and an ability to balance competing priorities are also emphasized.
Human Factor In Project Management
The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
Developing Project Management Leadership
The document discusses leadership development for project managers. It defines the core competencies of effective project leaders as empowerment, motivating, communication, team building, coaching and mentoring. It emphasizes that leadership development is critical for project success and involves enhancing one's ability to influence, motivate and inspire others. The document provides a framework for developing a personal leadership development plan, identifying priorities and goals, and implementing the plan through ongoing learning and feedback.
Presentation pmi - october 26 - 2017 - naji bejjani
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
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This document profiles Abbasali Shivji, a manager with 22 years of experience. It outlines his educational background and achievements, including degrees in commerce, education, and business administration. As a manager, Mr. Shivji believes in continuous learning, taking responsibility for improving himself and organizational results, and viewing challenges as opportunities. He advises youth to work for organizational development rather than selfish motives and to involve teams instead of working individually.
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The document discusses project management, leadership, and keys to success in the workplace. It provides an overview of project management principles including defining projects, scope, time and cost management, quality management, and other core project management activities. Leadership concepts like building trust, effective communication, and continuous growth are examined. Finally, it recommends finding your passion, saying yes to new opportunities, and building your professional network as keys to success.
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The document discusses the importance of emotional intelligence for project managers. It outlines challenges faced by project managers, including meeting project constraints and dealing with stakeholder conflicts. It argues that project managers need both business skills, like project integration and risk management, as well as people skills, such as self-awareness, relationship management, and team leadership. The document proposes using an emotional intelligence model to help project managers develop these people skills. This includes increasing self-awareness, self-management, social awareness, relationship management, and team leadership abilities. The key takeaway is that project managers should focus on building strong people skills like practicing empathy, self-assessment, managing resources, and becoming resonant leaders.
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This document discusses leadership challenges for project, program, and portfolio managers. It begins by defining leadership and outlining what will be covered, including the role of the PPM leader, leadership styles, emotional intelligence, and personal resilience. It then discusses some of the specific challenges PPM leaders face, such as diverse stakeholders, transient teams, and new products/methods. The document provides seven keys to project leadership and examines why programs succeed or fail. It stresses the importance of leadership, alignment between business and suppliers, managing dependencies and risks, and having a clear end goal. The document emphasizes that to be a successful leader requires training, experience, a support network, continuous learning, and resilience.
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Pmiuk feb 2020 webinar stakeholder engagement for infrastructure projects
Stakeholder Engagement (not management) is one of the factors considered to be critical for project success, yet it is under-represented in the bodies of knowledge and other “best practice” standards and methodologies.
As one of the “soft skills” it is often left to be implemented at the discretion of the Project Manager and their team, and therefore is under-resourced. It is often responsive, rather than pro-active.
Based upon current research and recent case studies, this webinar will provide an overview of the International Association for Public Participation spectrum (IAP2) and discuss when each element of the spectrum could and should be applied.
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Innovative leadership combines different leadership styles to influence employees to create new ideas, products, and services. The key role is the innovation leader, who acts as a creative visionary that motivates people to turn ideas into reality. Successful innovation leaders have powerful imaginations, excellent communication skills, and the ability to work with and motivate creative thinkers. They are also willing to stop projects when necessary and have relevant expertise in their area of innovation. Important traits of innovative leaders include having strategic vision, customer focus, trust-building, prioritizing what's right for the organization, setting stretch goals, emphasizing speed, candid communication, and leading by inspiring action.
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This document provides guidance for project managers on key responsibilities and skills needed to manage projects successfully. It discusses managing complexity through planning, monitoring progress, and problem-solving, as well as leading change by recognizing needs, providing direction, and adapting as needed. Effective project managers form cooperative relationships, understand stakeholder perspectives, and proactively address potential issues. Personal integrity, communication skills, and an ability to balance competing priorities are also emphasized.
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The document discusses the human factors involved in successful project management. It provides insights from research showing that only 16.2% of software projects finish on time and on budget, while 31.1% are canceled. User involvement, executive support, clear requirements, and proper planning are cited as key success factors. Project failures are often due to limited upfront planning and weak methodologies. The seminar will explore how to improve communications, requirements, and project results by considering human motivations beyond just tools and processes.
Developing Project Management Leadership
The document discusses leadership development for project managers. It defines the core competencies of effective project leaders as empowerment, motivating, communication, team building, coaching and mentoring. It emphasizes that leadership development is critical for project success and involves enhancing one's ability to influence, motivate and inspire others. The document provides a framework for developing a personal leadership development plan, identifying priorities and goals, and implementing the plan through ongoing learning and feedback.
Presentation pmi - october 26 - 2017 - naji bejjani
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
Ppt 110210107009
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Ppt 110210125032
This document profiles Abbasali Shivji, a manager with 22 years of experience. It outlines his educational background and achievements, including degrees in commerce, education, and business administration. As a manager, Mr. Shivji believes in continuous learning, taking responsibility for improving himself and organizational results, and viewing challenges as opportunities. He advises youth to work for organizational development rather than selfish motives and to involve teams instead of working individually.
Boosting Recruitment Strategy through Soft Skills
In this interactive session, participants will learn how to use unique strategies to promote their brand, while helping address the skill gap. The discussion will focus on strategies for recruiting students by promoting the need for transferable skills. There will also be suggestions on how to use techniques that will draw students’ interest to the brand.
Better sponsorship delivers better outcomes!
The document discusses the importance of effective project sponsorship. It provides an overview of the sponsor's role, common causes of project failure linked to poor sponsorship, and research findings about the benefits of engaged sponsorship. It also covers different sponsor models and the key attributes of a good sponsor, such as being a leader, champion, and benefits harvester. The document encourages defining sponsor roles clearly, assessing current sponsor competencies, and supporting sponsors to improve areas of weakness.
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This document discusses key considerations for effective internship programs from both the student and employer perspectives. It notes that the majority of employers use internships to build a talent pipeline for future hiring. The top priorities for students in a good internship are meaningful work, mentorship, learning opportunities, and a respectful work environment. Employers should focus on thorough training, supportive supervision, and assignments that allow interns to develop skills relevant for potential full-time work. Providing career guidance and social support increases the likelihood interns will accept a job offer after graduating.
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The document discusses project management, leadership, and keys to success in the workplace. It provides an overview of project management principles including defining projects, scope, time and cost management, quality management, and other core project management activities. Leadership concepts like building trust, effective communication, and continuous growth are examined. Finally, it recommends finding your passion, saying yes to new opportunities, and building your professional network as keys to success.
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Pmiuk feb 2020 webinar stakeholder engagement for infrastructure projects
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Presentation pmi - october 26 - 2017 - naji bejjani
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The document discusses the importance of emotional intelligence for project managers. It outlines challenges faced by project managers, including meeting project constraints and dealing with stakeholder conflicts. It argues that project managers need both business skills, like project integration and risk management, as well as people skills, such as self-awareness, relationship management, and team leadership. The document proposes using an emotional intelligence model to help project managers develop these people skills. This includes increasing self-awareness, self-management, social awareness, relationship management, and team leadership abilities. The key takeaway is that project managers should focus on building strong people skills like practicing empathy, self-assessment, managing resources, and becoming resonant leaders.
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Lemberg PMO School 2023
Website – https://lembs.com/pmoschool
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Getting certified as project manager professionals by pmp certification
This document discusses project management certification (PMP) from the Project Management Institute (PMI). It defines a project as a temporary endeavor to create a unique product or service, and project management as the process of planning, executing, monitoring, controlling, and closing a project. Benefits of project management include improved control, quality, and productivity. The role of a project manager is to lead and control projects to meet objectives. Skills needed include leadership, communication, problem solving, and team building. PMP certification provides experience in project management and helps brighten one's future career prospects.
Zahid Khan 2016 PMI Global Congress- Final
The document discusses leadership in organizational project management. It begins with an overview of the evolution of project management and the increasing importance of leadership. It then discusses the benefits of leadership and different leadership styles. The document presents a case study of King County's efforts to improve project management and leadership, including establishing a Project Management Office and tailored training. It concludes with lessons learned around change management and the importance of modeling human-side leadership qualities.
Recruitment and Selection
The document discusses selecting a project manager and project team. It describes the roles and responsibilities of a project manager, which include planning, directing the team, delegating work, managing time and resources, monitoring progress, conducting meetings, establishing a shared vision, managing documentation, planning for contingencies, creating a self-governing team, keeping the team cohesive, and coordinating with clients. It emphasizes the importance of selecting a team with the proper skills and qualifications for the project. Effective project team members are good communicators, knowledgeable of project management principles, highly organized, able to motivate people, provide accurate estimates, and can confidently advocate for the project.
Community of Practice Webinar - What makes a good (or great) change manager?
As Change Management develops as a profession, we are building a better understanding of what makes a good (or great) Change Manager. Certification or university qualifications are important but not enough!
- Topics we will cover:
- Recap on the role of the Change Manager
- Qualifications vs experience - what matters most?
- Snapshot of Prosci Best Practices research
- Top 5 insights from our consulting team
- Q & A
Succession Planning and the Development of Your High Potentials | Webinar 08....
In this webinar we will discuss emerging thought leadership on the organizational and employee perspective on succession planning. We'll provide practical suggestions for development your own high potential employees.
Getting to “Yes” and Beyond: Engaging candidates before- and after- the point...
Getting to “Yes” and Beyond: Engaging candidates before- and after- the point...Recruitment Innovation Summit
by Debra Watkinson, Maple Leaf Sports Entertainment Geoff Ramey, CHRP, SHRP Vice President, Human Resources, St Andrew Goldfields Ltd.
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the HoneymoonGetting to “Yes” and Beyond: Engaging Candidates Before- and After- The Point...
Getting to “Yes” and Beyond: Engaging Candidates Before- and After- The Point...Recruitment Innovation Summit
HR departments spend a great deal of time, effort and money orienting and integrating new hires into the business. But before new employees even sign on board, recruiters having the daunting task of attracting the top and most sought after candidates under increasingly competitive conditions to commit to a new employment relationship. There is a huge opportunity for recruiters to engage candidates early, get them to yes, and begin the employment relationship long before the first day of work. In this session, the presenters will focus on:
- Creating and selling a compelling employer value proposition (EVP)
- The role of the recruiter: not just getting to “yes”
- The power of Choice Architecture and how it relates to getting a “yes”
- The fine art of building trust and relationship-based interviewing
- Ensuring offer acceptance, a great First Day and engagement beyond the Honeymoon
Webinar: Leading Project Managers
This document is an introduction to a webinar about achieving organizational goals through project management. It provides an agenda for the webinar, introduces the presenter Claude Maley, and outlines the presentation contents which will explore managing relationships, managing in a multi-project environment, leading and managing project managers, and the role of a leader of project managers in the project life cycle. It also provides examples of how a leader of project managers' role may vary across different project phases from initiation to close out.
2019 july pmi coaching and soft skills
This document discusses the importance of soft skills and coaching for project managers. It argues that soft skills, which include communication, teamwork, and leadership, are the missing link in project management. While technical skills are important, soft skills allow project managers to interact effectively with others, which they spend 80% of their time doing. Coaching helps project managers develop soft skills like listening, asking questions, and empowering their teams. The document provides examples of soft skills and coaching techniques from the PMBOK Guide. It also describes a self-development workshop that would help people enhance their soft skills and become better coaches and managers.
PMP Project management simple to complex | Rahul Singh
Project management involves applying skills and techniques to meet project requirements. Key skills for project managers include communication, flexibility, planning, and team building. Project management areas include scope, quality, risk, procurement, schedule, cost, integration, and communication. Projects are profiled and assigned to managers based on their type and complexity. Project phases include initiation, planning, execution, and closeout. Managing client expectations, values, and effective communication are important for success.
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APM People SIG, Leadership, David Richardson, 12th Feb 2015
APM People SIG, Leadership, David Richardson, 12th Feb 2015
Leadershipinprojectmanagement 100122164337-phpapp01
Leadershipinprojectmanagement 100122164337-phpapp01
The Services I offer and the target audience I serve.
The Services I offer and the target audience I serve.
Hmxuw designing a_management_training_program_that_works
Hmxuw designing a_management_training_program_that_works
Anna Kompanets: PM Performance Measurement and Assessment (UA)
Anna Kompanets: PM Performance Measurement and Assessment (UA)
Getting certified as project manager professionals by pmp certification
Getting certified as project manager professionals by pmp certification
Community of Practice Webinar - What makes a good (or great) change manager?
Community of Practice Webinar - What makes a good (or great) change manager?
Succession Planning and the Development of Your High Potentials | Webinar 08....
Succession Planning and the Development of Your High Potentials | Webinar 08....
Getting to “Yes” and Beyond: Engaging candidates before- and after- the point...
Getting to “Yes” and Beyond: Engaging candidates before- and after- the point...
Getting to “Yes” and Beyond: Engaging Candidates Before- and After- The Point...
Getting to “Yes” and Beyond: Engaging Candidates Before- and After- The Point...
PMP Project management simple to complex | Rahul Singh
PMP Project management simple to complex | Rahul Singh
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The document discusses collaboration and the importance of collaboration in the workplace. It identifies collaboration as the sixth "C" that is a pillar of professional success, along with competence, courage, communication skills, consistency, and compassion. It provides 10 strategies for improving collaboration, such as taking initiative, being open about intentions to collaborate, and agreeing on conflict resolution systems. It also lists 5 ways to improve one's "collaboration quotient" or CQ, such as committing to staying positive and practicing self-awareness and awareness of others. The overall message is that collaboration allows individuals and teams to achieve exponentially greater results.
Sales excellence by eq way
This document outlines challenges faced by salesforces and proposes developing people skills to improve sales excellence. It identifies key challenges as retaining market leadership, predictable sales growth, talent retention, and an increasing competitive environment. The document proposes using an EQ model to develop people skills, with a focus on self-awareness, self-management, social awareness, relationship management, and sales leadership. It provides details on traits within each area that can help salesforces improve people skills and achieve sales excellence.
Human Capital Development using EQ
This document discusses how emotional intelligence (EQ) can help chartered accountants (CAs) overcome key challenges. It lists challenges CAs face like market penetration, service development, talent management, and customer satisfaction. It states that EQ is the root cause of all issues and the key to success. It promotes EQ assessments and executive coaching that analyze EQ competencies and develop skills to improve leadership, sales growth, performance, and managing people. The goal is to help CAs transform and see success across effectiveness, relationships, well-being and quality of life.
Eq for sales
Sales managers face many challenges including constraints, stakeholder conflicts, managing teams and priorities. They must have both business skills like managing sales processes and people skills like self-awareness, social awareness, relationship management and team leadership. Developing emotional intelligence helps sales managers improve their people skills using a model of self-awareness, self-management, social awareness, relationship management and team leadership. Key takeaways are the importance of practicing empathy, building people skills, self-assessment, effective self-management, strong relationships and resonant leadership.
How to leverage collaboration for performance
This document discusses how collaboration can drive performance and success. It defines collaboration as working with others to accomplish goals. The document outlines several benefits of collaboration, including being able to achieve greater results than working individually. It then provides strategies for improving collaboration, such as increasing self-awareness, being flexible, and using interest-based problem solving. Finally, it discusses five ways to improve one's "collaboration quotient" or CQ, including having the intention to collaborate, practicing truthfulness and accountability, and developing self-awareness and problem-solving skills.
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1. The document discusses how chartered accountants (CAs) can overcome challenges in their profession by developing emotional intelligence (EQ).
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原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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Employment Practices Regulation and Multinational Corporations
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Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
原版制作(澳洲WSU毕业证书)西悉尼大学毕业证文凭证书一模一样
学校原件一模一样【微信：741003700 】《(澳洲WSU毕业证书)西悉尼大学毕业证、文凭证书》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Addiction to Winning Across Diverse Populations.pdf
A anaysis dedicated to identify the addiction on winniing by diverse population
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Time management is foundation for any successful activity.
Strategic Org Design with Org Topologies™
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Public Speaking Tips to Help You Be A Strong Leader.pdf
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
The Management Guide: From Projects to Portfolio
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Enriching engagement with ethical review processes
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Credit-Management seminar for cooperative power point presentation
Credit-Management seminar for cooperative power point presentation
All the Small Things - XP2024 Bolzano/Bozen
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Comparing Stability and Sustainability in Agile Systems
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
20240608 QFM019 Engineering Leadership Reading List May 2024
Everything I found interesting about Engineering Leadership in May 2024
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
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2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
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高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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Eq for project managers
- 1. Emotional Intelligence for Project Managers - CEO, Metahumin Consultancy Pvt Ltd. - Winner of several awards & accolades for Project Management skills EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi Sanjeev Joshi EQ Fellow, CIE, PM
- 2. Challenges faced by Project Managers Introduction • Project is a unique endeavour with definite start and end • Project inefficiencies cost multi-million dollars to the organizations globally as per PMI USA 2017 report Challenges faced by Project Managers 1. Project constraint – Cost, Quality, Time, Scope & Risk 2. Stakeholder conflict on scope 3. Layers of staff, Vendors & sub contractors 4. Project priority for the organization 5. Virtual teams Project Manager need to exhibit both Business & People skills EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi
- 3. BUSINESS SKILLS Project integration Management Project Scope, Cost, Quality Management Time Management Human resources Management Risk Management Communications Management Stakeholder Management Domain Expertise PEOPLE SKILLS Self Awareness Self-Management Social Awareness Relationship Management Team Leadership Business vs. People skill Soft skills cannot be replaced by hard work EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi
- 4. EQ model for developing people skills EQ Model for Project Management 1. Self Awareness 2. Self-Management 3. Social Awareness 4. Relationship Management 5. Team Leadership Soft skills cannot be replaced by hard work Self – Awareness Self-Management Social Awareness Relationship Management Team Leadership EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi
- 5. 1. Self-Awareness • Observations • PM’s lacks self SWOT analysis • Risk Taking abilities contribute towards success • EQ edge for Project Manager • Emotional self Awareness • Accurate Self- Assessment • Self Confidence • Practitioner’s perspective • Clarity for overarching goals • Intrinsic motivation • Optimism Project Management begins with self assessment EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi
- 6. 2. Self-Management • Observations • Responding vs. response • Standing tall in difficult situation • HALT ( Hungry, Angry, Lonely & Tired) • EQ edge for Project Manager • Self Control • Practitioner’s perspective • Know thyself • Brace-up, be resourceful & gather necessary support • Apply Self renewal techniques A strong sense of deploying capabilities for expected outcome EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi
- 7. 3. Social-Awareness • Observations • Stakeholder cost-benefit, value analysis due to project delay • Overall impact of project on end customer • EQ edge for Project Manager • Empathy : Learn & practise to work along diverse set of people • Organizational awareness : Current of emotions & political realty in a given organization. Leverage value & culture. • Seeing others clearly : Wright-wrongs. • Practitioner’s perspective • Demonstrate early wins • Outsmart stakeholders. Be proactive. • Seek best in other’s. Set performance bar high Practise empathy. Leverage organizational assets. EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi
- 8. 4. Relationship Management • Observations • PM lacks desired authority • Resources & support • Conflicting requirement • EQ edge for Project Manager • Stakeholder relationships : Relationship strategy & nurturing relationship • Developing others : Team skill building & passing baton • Truth Telling : speak your mind • Practitioner’s perspective • Apply EI basics • Coach others ( Team, customer, vendors) • Communication : 1 to1, over Lunch, Town hall • Recognize others frequently EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi Recognition is powerful yet underused tool in PM’s arsenal
- 9. 5. Team Leadership • Observations • Lack of stakeholder engagement • Trust on vision & leadership • Lack of leadership for Leading Change towards better tomorrow • EQ edge for Project Manager • Communication • Conflict Management • Inspirational Leadership • Practitioner’s perspective • Caste good vision & mission. Lead team by values. • Listen & Respond with empathy • Improve meeting by making them productive • Use all 5 types of conflict management techniques-Compromising, Smoothing, Forcing, Avoiding, Confronting • Hire & train project resources EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi As a PM you leave or die by your resources
- 10. Key takeaways EQ / Project Managers IP / Metahumin Consultancy Pvt. Ltd/ Sanjeev Joshi Social awareness – Practise empathy Encourage Project Manager’s on building people skills Self Awareness – Assess & Improve yourself Self Management – Manage & deploy resources well Relationship Management- Build strong network Team Leadership – Become resonant leader