Digital project managers need both hard skills and soft skills. For some, the soft skills are a challenge or an afterthought. Think about it – Do you have the mechanics down pat? Do you focus on the project logistics first? So, at what point do you consider the people involved, and your relationship with each of them?
If you follow the Project Management Triangle, which focuses on constraints such as scope, schedule, and resources, then you may be forgetting an opportunity. The Triangle doesn't tell the whole story and is missing a key component; it's missing the opportunity to build and leverage relationships. Relationships are what make the DPM world go-round, whether you work in-house or at an agency.
IN THIS PRESENTATION, YOU’LL LEARN:
- Some differences between working at an agency and in-house
- Why to add relationships to your PM Triangle to achieve greater success, regardless of where you work
- What it takes to leverage relationships to allow the points of the Triangle to flex and adjust, depending on the situation
*Presented at the Digital PM Summit, October 2016. Copyrighted by Elizabeth Michalka.
The document discusses how collaboration is currently broken and proposes a new solution. It argues that while email is popular for collaboration due to its convenience, it is actually a poor way to manage conversations and documents. A new solution is needed that fits the tasks and users, is seamless and transparent, and puts users in control to make collaboration more effective.
Tom Cruz summarizes his co-op experience at Johnson & Johnson from June to December 2014. He worked on three database engineering projects: developing a global database monitoring system, creating a service item request queue to minimize delivery time, and consolidating database information on a centralized website. He also gained experience in project management, networking, and volunteering for various organizations through J&J. Cruz thanks his manager, team, mentors, colleagues, and the intern program leads for their support during his time at J&J.
The relationship Between Institutional and Service Operations and a DNS Compr...EC-Council
Institutional systems, services and capabilities are heavily influenced by the structure of existing operations. These are typically organic in nature and path dependent. The relationship between operational choices, both internally and externally, dictate both exposure and response. This talk will contain a case study of a recent compromise from an institutional operations perspective. It will outline the nature of the compromise and explore the response challenges that were encountered and their corresponding consequences.
This document summarizes the services offered by an administrative professional. The professional offers a wide range of office support services including social media marketing, document creation and editing, bookkeeping, and virtual office management. They emphasize their attention to detail, initiative, professionalism in communication, and expertise in their field. Their services are flexible, confidential, and aim to help clients focus on important tasks by outsourcing routine work.
This document discusses strategies for successful communication at Colorado State University. It identifies three key areas to focus on: systems, technology, and communication. Six key challenges of working at a large university are also outlined: presence, spontaneity, logistics, complexity, cohesiveness and connection, and supervision and accountability. Examples are provided of how systems, technology, and effective communication can help tackle these challenges, such as using the CSU Communicator, video conferencing, teleconferencing, and email management best practices. The document stresses the importance of communication and engaging with others effectively both in person and virtually at a large institution like CSU.
A WebQuest is an inquiry-oriented lesson that uses mostly online resources for students to explore and evaluate. It is designed to have students work in groups to fulfill a task using pre-selected Internet resources rather than searching for information themselves. WebQuests encourage critical thinking skills and can be short or long. They provide an easy way for teachers to incorporate the Internet into lessons and engage students through group activities. Creating an effective WebQuest involves six key elements - an introduction, task, process, resources, evaluation, and conclusion.
The document discusses how collaboration is currently broken and proposes a new solution. It argues that while email is popular for collaboration due to its convenience, it is actually a poor way to manage conversations and documents. A new solution is needed that fits the tasks and users, is seamless and transparent, and puts users in control to make collaboration more effective.
Tom Cruz summarizes his co-op experience at Johnson & Johnson from June to December 2014. He worked on three database engineering projects: developing a global database monitoring system, creating a service item request queue to minimize delivery time, and consolidating database information on a centralized website. He also gained experience in project management, networking, and volunteering for various organizations through J&J. Cruz thanks his manager, team, mentors, colleagues, and the intern program leads for their support during his time at J&J.
The relationship Between Institutional and Service Operations and a DNS Compr...EC-Council
Institutional systems, services and capabilities are heavily influenced by the structure of existing operations. These are typically organic in nature and path dependent. The relationship between operational choices, both internally and externally, dictate both exposure and response. This talk will contain a case study of a recent compromise from an institutional operations perspective. It will outline the nature of the compromise and explore the response challenges that were encountered and their corresponding consequences.
This document summarizes the services offered by an administrative professional. The professional offers a wide range of office support services including social media marketing, document creation and editing, bookkeeping, and virtual office management. They emphasize their attention to detail, initiative, professionalism in communication, and expertise in their field. Their services are flexible, confidential, and aim to help clients focus on important tasks by outsourcing routine work.
This document discusses strategies for successful communication at Colorado State University. It identifies three key areas to focus on: systems, technology, and communication. Six key challenges of working at a large university are also outlined: presence, spontaneity, logistics, complexity, cohesiveness and connection, and supervision and accountability. Examples are provided of how systems, technology, and effective communication can help tackle these challenges, such as using the CSU Communicator, video conferencing, teleconferencing, and email management best practices. The document stresses the importance of communication and engaging with others effectively both in person and virtually at a large institution like CSU.
A WebQuest is an inquiry-oriented lesson that uses mostly online resources for students to explore and evaluate. It is designed to have students work in groups to fulfill a task using pre-selected Internet resources rather than searching for information themselves. WebQuests encourage critical thinking skills and can be short or long. They provide an easy way for teachers to incorporate the Internet into lessons and engage students through group activities. Creating an effective WebQuest involves six key elements - an introduction, task, process, resources, evaluation, and conclusion.
The document discusses creating sustainable website processes. It advocates designing websites using modular content patterns to make content management easier for clients. The speaker describes identifying common content blocks during the design phase and mapping them. This informs how content is developed and structured in the CMS. It results in flexible, reusable content that is easy for clients to manage and scale over time, preventing issues like outdated content. A case study example shows how conceptualizing content in repeatable blocks transformed a complex marketing site into a sustainable one that could grow with the client's needs.
The document discusses project management in a digital environment. It notes that digital technologies like mobile, cloud, social media, etc. are now core drivers of business success. As a result, more digital projects are being set up and demand for project managers is increasing to effectively deliver these projects. It emphasizes that project management must align with business requirements and strategies to ensure projects deliver value and return on investment. Both traditional and agile project management approaches can be combined based on the project needs. The role of the digital project manager is also discussed.
Managing Up, Down and Sideways - Digital PM Summit 2013Breandán Knowlton
Workshop presentation at the Digital PM Summit in Philadelphia, Oct 14-15, 2013. Breandán applies Fiske's Social Relationship theory to the practice of managing projects in the business world.
Presentation I ve done during PMI Global Congress which discuss about Communication Style in Project Management, this is a powerful tool to be perform an effective communication in Project Management
Digital Project Management for Digital HumanitiesShawn Day
This document discusses digital project management and success. It begins with learning objectives around developing and executing project ideas. It then shapes the workshop around discussing traditional project management, how digital projects differ, planning projects, setting goals, conceptual approaches, tools, and tips. It defines projects and typical lifecycles. It emphasizes starting with the end in mind by planning for project completion and follow up. The document discusses balancing project constraints, user-centered design, communication tools, documentation, and dealing with challenges. It also presents various digital project management tools for planning, managing, and sharing projects.
Project Management in Digital Media AgencyTommi Pelkonen
The document discusses the expectations that digital media companies have for project managers. It begins with an introduction to Satama Interactive, a digital media company, and provides background on the author. It then defines digital media and outlines three key business areas: digital media content creation, digital media service creation, and software business. The rest of the document will explore what skills and abilities digital media companies expect their project managers to possess.
Cut Through the Noise: Listen to Your AudienceMadouPDX
With the explosion in communication channels and competition for attention, nonprofits need to cut through the noise by focusing on their audiences' needs. Delivered at the National Council on Nonprofits confab, March 31, 2016
Infinite Possibilities - Digital PM Summit 2015Denise Jacobs
Sometimes making choices in our career paths is difficult. Wouldn't it be helpful to have guidelines to help us make decisions that open up your options rather than shut them down? Discover how choosing creativity, a growth mindset, finding your Flow, and being a Maker puts you on the path of having infinite possibilities in your career, creating a clear path to a future where you can not only be awesome, but also do meaningful work.
Gais played an away bandy match against Motala. Despite cold weather at -22 degrees Celsius, Gais were able to score a goal in each half to win the game 2-0. The victory moves Gais up in the league standings.
Medial Axis Transformation based Skeletonzation of Image Patterns using Image...IOSR Journals
1) The document discusses extracting the medial axis transform (MAT) of an image pattern using the Euclidean distance transform. The image is first converted to binary, then the Euclidean distance transform is used to compute the distance of each non-zero pixel to the closest zero pixel.
2) The medial axis transform represents the core or skeleton of an image pattern. There are different algorithms for extracting the skeleton or medial axis, including sequential and parallel algorithms. The skeleton provides a simple representation that preserves topological and size characteristics of the original shape.
3) The document provides background on medial axis transforms and different skeletonization algorithms. It then describes preparing the binary image and applying the Euclidean distance transform to extract the MAT and skeleton
This document describes the design of an IIR filter using the LabVIEW graphical programming environment. It begins with an introduction to digital filters and IIR filters. It then discusses the different types of IIR filters including Butterworth, Chebyshev, inverse Chebyshev, and elliptic filters. The document presents the simulation of 4th order examples of each filter type using LabVIEW. It evaluates the performance and characteristics of each filter based on their frequency responses. The document concludes the IIR filter provides advantages over FIR filters for lower order designs and applications where linear phase response is not critical.
High Performance of Matrix Converter Fed Induction Motor for IPF Compensation...IOSR Journals
This document discusses a new direct space vector modulation (DSVM) method to improve the input power factor of a matrix converter fed induction motor drive system. The new DSVM method allows control of the displacement angle between the input voltage and current of the matrix converter to maximize the input power factor. Two input power factor compensation algorithms using the new DSVM method are proposed. Simulation and experimental results are presented to validate the effectiveness of the proposed compensation algorithms in improving the input power factor under different load conditions. The document also provides background on the structure and operation of matrix converters, induction motors, and the issues caused by input filters in matrix converter systems that the new DSVM method aims to address.
Innovation and Industrialization in the Energy Sector: The Way ForwardIOSR Journals
This document summarizes innovation and industrialization opportunities in Nigeria's energy sector. It discusses developing solar, biomass, and wind energy technologies to diversify Nigeria's energy mix beyond fossil fuels. The government could encourage innovation by funding university research, basic research grants, and involving an economic development board. Scientists and engineers need to develop these renewable technologies to meet Nigeria's growing energy demand and address energy shortages. With concerted efforts across government, academia, and the private sector, technological innovation in renewable energy could power industrialization and economic growth in a sustainable manner.
Detection and Localization of Text Information in Video FramesIOSR Journals
This document summarizes a research paper that proposes a method for detecting and localizing horizontal text in video frames with a uniform background. The method involves enhancing the text using Laplacian and Sobel masks to highlight edges, thresholding to isolate text pixels from background, and applying morphological operations. It analyzes characteristics of text in video like size, color, edges, contrast and motion that can be used for detection. The goal is to automatically generate keywords from text in video frames to help with searching and indexing large video databases.
The document contains announcements for monthly luncheon programs hosted by the NDTA (The Association for Global Logistics and Transportation). Each announcement provides details such as the date, time, location, speaker, and points of contact for reservations for the upcoming program. Topics of programs include scholarship recognition, thoughts for the new year, NAFTA at 20 years, chapter business and supply chain management, a Toys for Tots party, emergency preparedness, wounded warrior programs, and Hartsfield Jackson airport.
A practical approach for model based slicingIOSR Journals
This document presents a methodology for model-based slicing of UML sequence diagrams to extract submodels. The methodology involves:
1. Generating a sequence diagram from requirements and converting it to XML.
2. Parsing the XML with a DOM parser to extract message information.
3. Slicing the message information based on a slicing criteria, such as a variable, to extract relevant messages.
4. Converting the sliced messages back into a simplified sequence diagram fragment focused on the slicing criteria.
The methodology aims to address the difficulty of visualizing and testing large, complex software models by extracting a relevant submodel based on a slicing criteria, making the model easier to understand and test.
This document discusses an experimental study on the effect of phosphate ions on the preparation of fly ash-based geopolymers. Fly ash was activated using a solution of sodium aluminium phosphate, with curing done atmospherically and through accelerated heating. Compressive strength was found to increase with higher activator concentrations and longer curing times. Accelerated curing at 60°C produced strengths 70% of the final strength within 4-5 hours. FTIR analysis showed structural changes after geopolymerization. The presence of phosphate ions was found to improve the strength properties of the fly ash geopolymers.
Sustainability Officers 1.0 To 2.0 Toolkit Strategic And Sane Workload Manag...Mieko Ozeki
prepared by Mieko Ozeki, Lindsey Cromwell Kalkbrenner (Santa Clara University), Tavey McDaniel Capps (Duke University), and Smith Getterman (Baylor University) and presented at AASHE 2012 Conference.
Sustainability staff are involved in many initiatives at a time, and often these are run in collaboration with multiple stakeholders. The Sustainability Office version 1.0 consisted of one staffer--it was easy to determine priorities, manage work flow, and keep track of programs and contacts. The Sustainability Office version 2.0 consists of multiple staff (or students) and a bigger presence on campus. This means we are faced with more “hands in the toybox” and increasing demands from the campus community. How do we juggle multiple concurrent projects, share institutional memory, nurture relationships with campus contacts, repeat best practices, and avoid past mistakes? Overall, how do we create a sense of personal sustainability within the professional operation of our sustainability programs?
Sustainability officers from four universities will share strategies they use to seek balance in the workplace. Many tools exist to help (or hinder) our workflow and projects--we just need to identify our specific needs and determine which tool is best for our work environment. Panelists will share tools they use to increase efficiency when managing staff and students, organizing and tracking progress of multiple projects, documenting and sharing campus metrics, and effectively harness the power of collaboration with campus partners. Rather than simply describing the tools we use, and the purpose(s) they serve on our campuses, we will share our thought processes and strategies in tool selection.
Re-Planning of project Portfolio in crisis (ENG)Sergiy Potapov
This document discusses how to re-prioritize a project portfolio in times of uncertainty. It recommends focusing limited resources on the most important tasks by (1) re-prioritizing projects based on delivery dates, cash flow and value; (2) re-designing project scopes to focus on mandatory and "good enough" deliverables; (3) identifying the constraint or critical resource and maximizing help for it; (4) making aggressive time estimates using techniques like three-point estimates; and (5) attempting to accelerate projects by buying speed-up where possible, while freezing lower-priority projects until operations can be run more efficiently.
The document discusses creating sustainable website processes. It advocates designing websites using modular content patterns to make content management easier for clients. The speaker describes identifying common content blocks during the design phase and mapping them. This informs how content is developed and structured in the CMS. It results in flexible, reusable content that is easy for clients to manage and scale over time, preventing issues like outdated content. A case study example shows how conceptualizing content in repeatable blocks transformed a complex marketing site into a sustainable one that could grow with the client's needs.
The document discusses project management in a digital environment. It notes that digital technologies like mobile, cloud, social media, etc. are now core drivers of business success. As a result, more digital projects are being set up and demand for project managers is increasing to effectively deliver these projects. It emphasizes that project management must align with business requirements and strategies to ensure projects deliver value and return on investment. Both traditional and agile project management approaches can be combined based on the project needs. The role of the digital project manager is also discussed.
Managing Up, Down and Sideways - Digital PM Summit 2013Breandán Knowlton
Workshop presentation at the Digital PM Summit in Philadelphia, Oct 14-15, 2013. Breandán applies Fiske's Social Relationship theory to the practice of managing projects in the business world.
Presentation I ve done during PMI Global Congress which discuss about Communication Style in Project Management, this is a powerful tool to be perform an effective communication in Project Management
Digital Project Management for Digital HumanitiesShawn Day
This document discusses digital project management and success. It begins with learning objectives around developing and executing project ideas. It then shapes the workshop around discussing traditional project management, how digital projects differ, planning projects, setting goals, conceptual approaches, tools, and tips. It defines projects and typical lifecycles. It emphasizes starting with the end in mind by planning for project completion and follow up. The document discusses balancing project constraints, user-centered design, communication tools, documentation, and dealing with challenges. It also presents various digital project management tools for planning, managing, and sharing projects.
Project Management in Digital Media AgencyTommi Pelkonen
The document discusses the expectations that digital media companies have for project managers. It begins with an introduction to Satama Interactive, a digital media company, and provides background on the author. It then defines digital media and outlines three key business areas: digital media content creation, digital media service creation, and software business. The rest of the document will explore what skills and abilities digital media companies expect their project managers to possess.
Cut Through the Noise: Listen to Your AudienceMadouPDX
With the explosion in communication channels and competition for attention, nonprofits need to cut through the noise by focusing on their audiences' needs. Delivered at the National Council on Nonprofits confab, March 31, 2016
Infinite Possibilities - Digital PM Summit 2015Denise Jacobs
Sometimes making choices in our career paths is difficult. Wouldn't it be helpful to have guidelines to help us make decisions that open up your options rather than shut them down? Discover how choosing creativity, a growth mindset, finding your Flow, and being a Maker puts you on the path of having infinite possibilities in your career, creating a clear path to a future where you can not only be awesome, but also do meaningful work.
Gais played an away bandy match against Motala. Despite cold weather at -22 degrees Celsius, Gais were able to score a goal in each half to win the game 2-0. The victory moves Gais up in the league standings.
Medial Axis Transformation based Skeletonzation of Image Patterns using Image...IOSR Journals
1) The document discusses extracting the medial axis transform (MAT) of an image pattern using the Euclidean distance transform. The image is first converted to binary, then the Euclidean distance transform is used to compute the distance of each non-zero pixel to the closest zero pixel.
2) The medial axis transform represents the core or skeleton of an image pattern. There are different algorithms for extracting the skeleton or medial axis, including sequential and parallel algorithms. The skeleton provides a simple representation that preserves topological and size characteristics of the original shape.
3) The document provides background on medial axis transforms and different skeletonization algorithms. It then describes preparing the binary image and applying the Euclidean distance transform to extract the MAT and skeleton
This document describes the design of an IIR filter using the LabVIEW graphical programming environment. It begins with an introduction to digital filters and IIR filters. It then discusses the different types of IIR filters including Butterworth, Chebyshev, inverse Chebyshev, and elliptic filters. The document presents the simulation of 4th order examples of each filter type using LabVIEW. It evaluates the performance and characteristics of each filter based on their frequency responses. The document concludes the IIR filter provides advantages over FIR filters for lower order designs and applications where linear phase response is not critical.
High Performance of Matrix Converter Fed Induction Motor for IPF Compensation...IOSR Journals
This document discusses a new direct space vector modulation (DSVM) method to improve the input power factor of a matrix converter fed induction motor drive system. The new DSVM method allows control of the displacement angle between the input voltage and current of the matrix converter to maximize the input power factor. Two input power factor compensation algorithms using the new DSVM method are proposed. Simulation and experimental results are presented to validate the effectiveness of the proposed compensation algorithms in improving the input power factor under different load conditions. The document also provides background on the structure and operation of matrix converters, induction motors, and the issues caused by input filters in matrix converter systems that the new DSVM method aims to address.
Innovation and Industrialization in the Energy Sector: The Way ForwardIOSR Journals
This document summarizes innovation and industrialization opportunities in Nigeria's energy sector. It discusses developing solar, biomass, and wind energy technologies to diversify Nigeria's energy mix beyond fossil fuels. The government could encourage innovation by funding university research, basic research grants, and involving an economic development board. Scientists and engineers need to develop these renewable technologies to meet Nigeria's growing energy demand and address energy shortages. With concerted efforts across government, academia, and the private sector, technological innovation in renewable energy could power industrialization and economic growth in a sustainable manner.
Detection and Localization of Text Information in Video FramesIOSR Journals
This document summarizes a research paper that proposes a method for detecting and localizing horizontal text in video frames with a uniform background. The method involves enhancing the text using Laplacian and Sobel masks to highlight edges, thresholding to isolate text pixels from background, and applying morphological operations. It analyzes characteristics of text in video like size, color, edges, contrast and motion that can be used for detection. The goal is to automatically generate keywords from text in video frames to help with searching and indexing large video databases.
The document contains announcements for monthly luncheon programs hosted by the NDTA (The Association for Global Logistics and Transportation). Each announcement provides details such as the date, time, location, speaker, and points of contact for reservations for the upcoming program. Topics of programs include scholarship recognition, thoughts for the new year, NAFTA at 20 years, chapter business and supply chain management, a Toys for Tots party, emergency preparedness, wounded warrior programs, and Hartsfield Jackson airport.
A practical approach for model based slicingIOSR Journals
This document presents a methodology for model-based slicing of UML sequence diagrams to extract submodels. The methodology involves:
1. Generating a sequence diagram from requirements and converting it to XML.
2. Parsing the XML with a DOM parser to extract message information.
3. Slicing the message information based on a slicing criteria, such as a variable, to extract relevant messages.
4. Converting the sliced messages back into a simplified sequence diagram fragment focused on the slicing criteria.
The methodology aims to address the difficulty of visualizing and testing large, complex software models by extracting a relevant submodel based on a slicing criteria, making the model easier to understand and test.
This document discusses an experimental study on the effect of phosphate ions on the preparation of fly ash-based geopolymers. Fly ash was activated using a solution of sodium aluminium phosphate, with curing done atmospherically and through accelerated heating. Compressive strength was found to increase with higher activator concentrations and longer curing times. Accelerated curing at 60°C produced strengths 70% of the final strength within 4-5 hours. FTIR analysis showed structural changes after geopolymerization. The presence of phosphate ions was found to improve the strength properties of the fly ash geopolymers.
Sustainability Officers 1.0 To 2.0 Toolkit Strategic And Sane Workload Manag...Mieko Ozeki
prepared by Mieko Ozeki, Lindsey Cromwell Kalkbrenner (Santa Clara University), Tavey McDaniel Capps (Duke University), and Smith Getterman (Baylor University) and presented at AASHE 2012 Conference.
Sustainability staff are involved in many initiatives at a time, and often these are run in collaboration with multiple stakeholders. The Sustainability Office version 1.0 consisted of one staffer--it was easy to determine priorities, manage work flow, and keep track of programs and contacts. The Sustainability Office version 2.0 consists of multiple staff (or students) and a bigger presence on campus. This means we are faced with more “hands in the toybox” and increasing demands from the campus community. How do we juggle multiple concurrent projects, share institutional memory, nurture relationships with campus contacts, repeat best practices, and avoid past mistakes? Overall, how do we create a sense of personal sustainability within the professional operation of our sustainability programs?
Sustainability officers from four universities will share strategies they use to seek balance in the workplace. Many tools exist to help (or hinder) our workflow and projects--we just need to identify our specific needs and determine which tool is best for our work environment. Panelists will share tools they use to increase efficiency when managing staff and students, organizing and tracking progress of multiple projects, documenting and sharing campus metrics, and effectively harness the power of collaboration with campus partners. Rather than simply describing the tools we use, and the purpose(s) they serve on our campuses, we will share our thought processes and strategies in tool selection.
Re-Planning of project Portfolio in crisis (ENG)Sergiy Potapov
This document discusses how to re-prioritize a project portfolio in times of uncertainty. It recommends focusing limited resources on the most important tasks by (1) re-prioritizing projects based on delivery dates, cash flow and value; (2) re-designing project scopes to focus on mandatory and "good enough" deliverables; (3) identifying the constraint or critical resource and maximizing help for it; (4) making aggressive time estimates using techniques like three-point estimates; and (5) attempting to accelerate projects by buying speed-up where possible, while freezing lower-priority projects until operations can be run more efficiently.
What's Next: Using technology to engage employees and build businessesOgilvy Consulting
This document discusses how to engage and build businesses using technology to engage remote employees. It covers fostering collaboration, creativity and sharing in virtual environments. It also discusses how to keep teams engaged who are unfamiliar with remote work, and how to encourage positive behaviors despite technology limitations. The document provides advice on virtual leadership, building trust, team cohesion, inclusion, isolation, performance management and selecting collaborative technologies. It emphasizes focusing on real problems, partnering with IT, prioritizing important features, and introducing technology changes participatively.
Kcic boot camp oct 2011 idea to implementation 2011Hack the Hood
This document provides guidance on implementing a project that has received funding. It covers defining the community and audience, establishing a team with clear roles, managing the project through setting goals, requirements, milestones and schedules. It also discusses measuring success through metrics and engaging the community. The presenter is available to answer questions and shares a passion for community engagement and news.
Closing remarks: Assessment with Phill DawsonMarieke Guy
Marieke Guy gave the closing remarks for the assessment conference at UCL. She highlighted several themes from the conference including cross-team, cross-institution, and cross-sector collaboration on digital assessment. Two talks focused on using feedback to improve student learning and preparing students for their future through valid assessments not tied to the past. The conference organizers and host King's College London were thanked for their work in bringing people together to discuss advancing assessment practices.
This document provides an overview of a presentation on using technology in teaching in the 21st century. It introduces the presenters and discusses how classroom behaviors, needs, expectations, and learning styles are changing with technology. It addresses ethical implications and stories from the presenters' own classrooms about both what not to do and suggestions when using technology. The presentation covers applications and examples of technology in the classroom and includes time for individual and group work. It discusses how students now use social media, smartphones, and online learning at increasing rates and how this impacts 21st century school practices like BYOD policies and the use of learning management systems and technology in the classroom.
What's Next: Using technology to engage employees & build businessesOgilvy Consulting
Never before has technology been such an enabler for people and teams as it has since the COVID-19 crisis. While remote working is not new for many organisations, the extent and time is, which businesses are anticipating workforces to be completely virtual. How people engage virtually with each other sits at the heart of business recovery and future business continuity planning.
What you might not know is that at Ogilvy we have a specialist practice dedicated to employee engagement, experience and supporting businesses to get the most out of their people, systems and processes. In this week's webinar, our team draw on their experience delivering programmes through business crisis (shut down and restart), and offer support in how to navigate shocks, high impact events and business change in a sure-footed manner.
When did you stop reading email? New ways of enterprise collaboration - Thoma...OpenKnowledge srl
Everybody knows phrases like “did you get my email”, “Can you send me the latest version of the document?”, “I cannot access that information right now!”, “my inbox is full!” and many more very well, and honestly, when did you stop following all your email threads? In private we have fun using WhatsApp, skype, SMS, social media streams like facebook, xing, linkedin and share data through dropbox, iCloud and so on. Nevertheless, in business, we are writing, answering and forwarding complex emails with questionable distribution lists and gigabytes of redundant attachments. Thomas Becker will give an insight, how Document Future AG faces the challenge of improving internal and external communications and document sharing using a collaborative purely cloud based infrastructure.
Agile in the Real World: Digital Moderation (Talk for IIBA/VUW)Cat McRae
A discussion recently given for VUW's 1st year Business Analysis class in InfoSys on behalf of the IIBA. Topics covered are: what it's like working on an agile project, being a recent graduate on a software project, fundamentals of agile and how they apply (or not!) on our project, and some of the daily tasks of a cross-functional consultant on the DM project.
This document provides guidance on tools and strategies for effective group collaboration. It identifies common stumbling blocks like vagueness in goals, responsibilities, and document sharing. It recommends using tools like mind maps, project management calendars and documents, and shared drives to facilitate planning and organization. The document also stresses the importance of clear communication rules, status updates, and addressing problems respectfully to help projects run smoothly.
ACMP 2015: Learn, Lead, Support Change at a Distance. ExperiencePoint
Presentation by James Chisholm, Principal at ExperiencePoint
Ask a group of change professionals what's the best way to communicate and the response is likely to be a unanimous in-person and face-to-face. The reality of our global work today is that face-to-face is often the precious exception, and not the rule. The challenge for many of us is how to better use technology to strengthen our remote working relationships and improve how we learn, lead and support change at a distance.
New and innovative approaches continue to be pioneered by many ACMP’ers. Through a series of stories and group discussions, you will have an opportunity to learn and share what has worked, what hasn’t and consider the implications for your work. This session will focus on interaction methods, technology supports and other design considerations critical for success in learning, leading and supporting change with geographically-dispersed colleagues.
ACMP2015 Presentation - Learn, Lead & Support Change at a DistanceJames Chisholm
The document discusses learning, leading, and supporting change at a distance. It describes a story of training 40 people across 8 teams and 3 sites over 2 days, with most of the training being team-based learning by doing activities. It also shares insights into retention rates from different learning methods and implies that online training can teach models and tools but not mindsets and reflexes. The document prompts discussion on tips for learning change at a distance. Responses emphasize using interactive communication techniques, regional engagement groups, coaching, real-life examples, and virtual communities of practice.
The document discusses adopting Lean principles to improve leadership skills. It outlines the five principles of Lean: identify customers and specify value, identify and map the value stream, create flow by eliminating waste, respond to customer pull, and pursue perfection. Adopting Lean will help continuously improve work and ensure everything adds value. Delegates will learn about the principles, identify wasteful activities, and understand how Lean enhances leadership. Examples show how Lean reduced time, failure demand, and increased capacity and satisfaction at Cardiff University. Personal reflection encourages starting small and thinking big to implement sustained change.
This document summarizes a workshop on supporting blended learners' development of social and connected skills through digital pedagogy. The workshop covered how digital skills are needed to support blended learners, including exploration, connection, curation, collaboration and openness. It discussed assessing technology needs, determining resources, piloting projects, and evaluating outcomes. The goal was to help participants develop plans to support blended learning on their own campuses through strategic use of technology and digital skills.
Keep It Suitably Simple: Leading scaled change management & upskilling across academia & University resources for rapid online learning deployment across 50,000 students. A presentation at the Online & E-Learning Virtual Summit. 19-20 May 2020
Climbing out of a Crisis Loop at the BBCRafiq Gemmail
A talk I gave with my friend and mentor Katherine Kirk, on our journey to Scrumban and a leaner workflow at the BBC. See https://www.infoq.com/presentations/bbc-agile-case-study for the full presentation.
Quality TEL is Quality TEL: How COVID-19 has made us learn how important this isCharles Darwin University
Cite: Sankey, M. 2020. Quality TEL is quality TEL. How COVID-19 has made us learn how important this really is. International Webinar on 'On-Line Education to Students of Higher Education; Trends, Innovation, Issues, Challenges, and Coping Strategies'. Riphah International University, Islamabad. 2 July. https://digicon.riphah.edu.pk
Agile Agency - Trusting People to Get Things DoneAndy Piper
The document discusses how to create an agile work environment that empowers employees through competence, control, and clarity. It advocates adopting a "leader-leader" approach like in the book "Turn the Ship Around!" where employees are trusted to make decisions. The document argues this increases efficiency and ability to meet deadlines compared to top-down control. It describes how Diffblue implemented this model by focusing on the right hiring, leveraging strengths, clear communication, and product alignment to empower engineering teams.
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Think Outside the Project Management Triangle
1. Think Outside the Project
Management Triangle
Elizabeth Michalka
@Michalka82
#dpm2016
2.
3. How Did I Get Here?
UNC Journalism Major >> The Wake
Weekly >> Duke University’s HR
Office of Communication Services >>
Duke’s Fuqua School of Business >>
Caktus Group
5. Higher Ed Technical Consulting
• Many hats
• Solitary DPM
• Plan-driven processes
(waterfall / whatever works)
• No Billable Hours
• Hierarchy
• Traditional
• Clients down the hall
• Specialized
• DPM Team
• Scrum Process
• Billable Hours
• Flat
• Modern
• Remote Clients
19. Collaborate & Communicate:
1. Be Present
2. Open Up
3. Preferred Comm.
Method(s)
4. Accept Feedback
5. Give Feedback Kindly
6. Ask Questions & Listen
How to Build Positive Relationships
20. Ask Questions
• What’s their history with the project?
• Why are they involved?
• Is there any tension among any of them?
• Does anyone have questions or concerns about the project?
• Who holds the decision-making power?
• Ask how you can help them.
I’m one of those ACCIDENTAL PMs
Among other things, I’m a digital project manager by trade ...
I’m also a writer and editor at heart.
I have a variety of experience from journalism to internal communications to marketing … I moved from focusing on print to digital, and the next thing I knew, I became a full time DPM, and I was in that role for almost 3 years at Duke’s Fuqua School of Business
Recently, I changed jobs and I’m now a PM at Caktus Group, in Durham, North Carolina. Caktus is a software and app development company that specializes in Django.
This is the third time I’ve been at the DPM Summit, and when I attended last year, I also took part in the workshop during which we were divided into groups and given an activity to work on …
We were tasked with creating a project plan to launch a new blog on an extremely tight timeline. Most of the PMs in my group worked at agencies, and there was only one other PM in my group who worked in house, and we took a different approach from the agency PMs who were more focused on the budget. For me, working in house, I had no budget ... So I was more focused on scope and schedule.
And we got into a conversation about some of the differences between working in house and at an agency ... that’s what eventually gave me the idea for this talk today, Thinking outside of the Project Management Triangle.
I’ve worked in-house and now I’ve transitioned to a more agency like setting … before I talk about some of the differences I’ve seen between working in house and at an agency, I’m curious to see who else has in-house experience.
Have any of you worked in-house?
So, after last year’s summit I began to think more about the differences between working in house and at an agency … and then I changed jobs which provided even more insight
At Duke, I worked in-house, but Caktus is more similar to an agency environment
Here are a few examples of the differences I’ve seen between working in-house and at an agency
At Duke, I wore many hats – in my DPM role, I was also involved with content production, SEO, website maintenance and I produced email marketing campaigns. I was also the only DPM there in my area. Our processes were very flexible and we didn’t have one specific, consistent process. My processes varied depending on the project and the people involved, and those internal clients were just down the hall. I saw them almost every day.
It was also a more traditional working environment with a reporting hierarchy.
In comparison, at Caktus I have a more specialized role as a PM and there are several other PMs who I now work with. We specifically use Scrum and as part of that, I am a product owner. We also work on billable hours, which I had not experienced before. The structure is more flat and modern, and our clients are remote – some are local, but many are national and even international.
ARE THERE ANY OTHER DIFFERENCES YOU CAN THINK OF?
What about similarities?
While there are differences between working in house and at an agency, there is at least one thing that we have in common -- relationships.
And I believe that positive relationships are key to project success, regardless of where you work …
When you’re planning a project, when do you think about the people and relationships involved? Or do you only focus on the process and logistics?
If you take a moment now to think about how you work with your clients, do you generally work with them or against them? ... What kind of pattern or habbit are you in when it comes to working with clients?
When you plan for a project, you probably think about the components of the project management triangle, or the iron triangle
The triangle is key to our process, and it is a model of the typical constraints of project management -- resources, scope, and schedule -- these are all components that we have to consider when planning a project
In my world, as an in-house PM at Duke, my resources were set and consistent – I couldn’t hire additional help or contractors.
Budget was fixed because there wasn’t one. Cost wasn’t even in the picture .
The only constraints that I could adjust were scope and schedule
In this situation, I depended on prioritization.
I regularly considered how much my team could realistically accomplish within the deadline we’re given, and often, other projects had to be put on the back burner. In-house, prioritization was critical, and was often dependent upon others – it depended on what my boss wanted, and what her boss wanted, and it depended on the school’s business goals.
Reprioritization was common as things changed for our department & for our school as a whole
Successful prioritization & reprioritization depended on collaboration, communication and relationships.
The only consistent leverage I had in-house was how positive my relationships were, and how much clout, trust, and respect I’d built with my team, stakeholders, and internal clients
I leveraged the relationships I’d built to delegate tasks and get stakeholder buy-in. I had to be resourceful and negotiate with everyone because my resources were fixed.
Occasionally, I could leverage a relationship in order to gain an additional resource, like help from a colleague in another department. For me, successful resource juggling and negotiations depended on the credibility I’d established, my institutional knowledge, and my ability to communicate, which all helped me to build positive working relationships.
As a result of this focus on collaboration and positive working relationships, I began to see that something was missing from the project management triangle … something needed to be added ...
Any guesses?
Relationships form a circle around The Triangle.
Relationships can be leveraged to allow the points of The Triangle to flex and adjust, depending on the situation.
Relationships are key for every project manager, and one of our strengths are our soft skills and emotional intelligence. Regardless of whether you work in-house or at an agency, learn which relationships are the most important to nurture, and which ones can be positively leveraged.
Of course, as Brett Harned said this morning, people do complicate projects, and often, you can’t predict those complications, but if you have positive working relationships and if you look at relationshps as opportunities, then you’ll be better equipped to deal with the complications
So, how can relationships impact your triangle and your constraints?
Well, Working in-house was a constant balancing act …
Scope creep was common and it was sometimes difficult for clients to identify the essential requirements or the top priorities – this could make scheduling and scoping difficult
There was an internal client who was always full of tons of ideas and suggestions, and always wanted to throw a new idea into a project.
It became difficult to accept all these ideas and to build them into an exisiting project schdule, but the client also was resistant to cutting anything
So, one tactic I tried with her when she came up with a new idea was asking her if it was critical to the current phase of the project or could it be saved for phase 2. At that point, phase 2 didn’t exist yet, but it gave her a framework for thinking about her idea within the context of the current project – and it would lead to a more helpful discussion – most of the time, she was ok with tabling the idea for phase 2.
Usually by the time we got around to phase 2 those ideas weren’t even relevant anymore
But giving the client the option of thinking about a phase 2 kept our relationship positive and encouraged open discussion and it built more trust between us ...
If I had just said no to her ideas, she would have pushed back, and maybe become defensive or offended, none of which would have helped our relationship or the project.
But I still had to find a way to limit scope creep, and Phase 2 was the answer.
My internal client appreciated being heard and considered ... And building a positive relationship with her meant that we supported each other and when a new idea came up that was really good, and criticial to the project success, I was open to hearing it
By keeping a positive working relationship with the client, I was able to limit scope creep and keep to a realistic schedule, while also helping to improve collaboration and communication
The scenario I just described, and many others led me to see that relationships are an opportunity, not a constraint
It’s easy to get sucked into all the negative, annoying, frustrating aspects that come with working with others ... It’s easy to blame others and get angry about how people are acting. And I’m just as capable of these emotions as you are. I’m not immune to these upsetting feelings. But there came a point where I realized that these feelings and reactions were creating more harm than good ... Not only was it harmful to my own sanity and stress levels, but it also negatively impacted those around me and it was not helpful for the projects.
And as Elizabeth Harrin said this morning, if you have good relationships with people, it’s easier to handle any problems or issues
So I began to catch myself ... I started to become more aware of my reactions and made a choice to look at those situations differently. I tried to put myself in the other’s shoes. I tried to look beyond my emotional reaction to a more logical one. I literally told myself to calm down and breathe ... and eventually I trained myself to be more patient and more tolerant. I changed myself ... as you all know, you can’t change anyone else, you can only change yourself.
I began looking at annoying or frustration situations as opportunities for improvement
If you look at the relationships involved with your work as opportunities, how would that change your outlook? I hope it would create a positive shift.
How do you make this shift?
First, you have to invest in yourself – your health & wellbeing – when you’re happy, confident & at ease, others will pick up on that
if you take care of yourself, then you’re much more capable of taking care of others, and being the best version of yourself
Second, you have to invest in others – invest in them and their success, and not just the project’s success – again, projects are about people – and at the end of the day, you’ll feel better about yourself and your work if the people you’re working with also feel like they’ve succeeded and that they are sharing in the project’s success
When you invest in yourself, you don’t beat yourself up. Give yourself a break – don’t over work yourself, know when it’s time to quit and go home – the more anxious, tired and over worked you get, the less you actually accomplish.
For me, I began to do yoga regularly for stress relief and it’s helped immensely.
Also, have confidence in yourself and your abilities. You’re doing the best you can and as Brett Harned said this morning, there’s a reason your in this job. Sometimes, you have to fake it until you make it, but the best part about that is that no one else knows that you’re faking it! Trust me, I know! I’ve been there. I’m there right now, actually ...
And what Elizabeth Harrin said this morning really resonated with this point as well – she mentioned a quote that said “people may hear your words, but they feel your attitude” and I’m a firm believer in that
Don’t forget the basics. If the basics aren’t covered – if you’re skipping meals or skipping sleep, you’re not going to be the best, most productive version of yourself – investing in yourself also means investing in your body and your physical health
Identify whether there’s anything about yourself that you’d like to change or improve – any habits that you’d like to give up? Or is there a shift in thinking that would benefit you?
When you invest in yourself and you’re happy and fulfilled, you’ll produce better work … just like Brett said this morning
And yes, I’m totally stealing from his presentation because I loved it and I’m so glad that I can build upon some of his principles
Really try to get to know the people you’re working with, from your own team to the clients and contractors, any stakeholders, developers and marketers
Try to become more than just a name, or just an email address, to the people who you interact with as part of a project.
Try to meet everyone in person, or by video conference call – putting a face to a name helps to build relationships and trust.
When building relationships and investing in others, collaboration and communication are key
1 Be present – focus on the moment, and the person or people in front of you. Try not to get distracted by your phone, which can easily come across as rude and offensive
2 Open up – find some common ground that you can speak to. Through social media or LinkedIn, see if there’s anything that you have in common and open up about your own experience. Usually, if you offer something about yourself, then the other person will reciprocate. Being an introvert & a more reserved person, this was and still is one of the hardest things for me. I tend to be private about my personal life and have preferred to keep work & personal separate ... but I often found that offering some insight to others about my life built a foundation for a positive working relationship
3 Next, figure out what each person’s preferred method of communication is – be a Multilingual Communicator, as Brett Harned defined it -- do they prefer email, or IM, or something else? Try to communicate with them using that method, using whatever they’re already used to ... It’s much easier then trying to get them to conform to your preferred method
4 Accept feedback from others graceously, even if it stings or isn’t what you want to hear. For me, I had to remind myself that the feedback was not personal, it was business, it was about the project, and accepting feedback doesn’t mean that you agree with it all, it means that you’re open to considering it
5 Give feedback kindly and constructively. No personal attacks. No yelling. No name calling. Frame your feedback as a question or a suggestion. I’ve often found that framing it as a question tends to elicit a more positive response and further discussion
6 Finally, ask questions and really listen to the answers. Be present in the conversation ... and this is one that really helped me
One tactic that really helped me to get over some of my insecurity when meeting someone new was to put on my old reporter hat, and ask questions … I was comfortable with interviewing people, and i began to look at each new person i met as a kind of interview opportunity
So, what are some questions you can ask? Here’s a few that you can keep up your sleeve … especially when you’re first starting to get to know someone or if you’re starting a new project
These questions help to show your interest and your level of involvement. It shows that you’re curious and that you want to learn from others.
Here’s another method to try …
When I was at the business school, the admissions department instituted a new application essay that asked prospective students to list 25 random things about themselves – it could be anything, from the funny to the mundane – the purpose was to get a variety of responses that would illustrate who the person really was – to get to know more about their experiences and their personality
When there were some changes in my team, and we went from 2 to 4, I suggested that we do our own list of random things – we each typed up various facts about ourselves, and put those in a jar, and before each team meeting, we’d pull several out and try to guess who wrote it. This often led to some really surprising and entertaining conversations, and taught us a lot about each other. We found lots of common ground and personal interests that we wouldn’t have known about otherwise, or that may have taken much much longer to tease out
There are factoids about my teammates that I still remember … like finding out that one of our developers had read over 950 books in 9 years! Or about how our boss was sent to a tiny village in Russia when she was a part of the Peace Corp.
We learned a lot about each other …
This activity was really rewarding … it increased communication, collaboration within our team and built better relationships between us
And I think it’s a great activity to do within teams, and maybe even with clients and stakeholders
Sometimes, when all else fails … bring in food … biscuit, donuts, or cookies or candy. This may sound silly but you’d be surprised at what a great ice breaker it can be.
Food is a kind gesture, an unexpected and fun way to brighten someone’s morning … it creates good vibes and is a token of support and appreciation that can be a bridge to help build relationships
Because I believe that relationships are what make the DPM world go round … despite your constraints and regardless of whether you’re a project manager at an agency or in-house
Perhaps Carl Smith said it best … when you invest in others, they invest in you ...
Carl interviewed me for the bureau briefing podcast, and during our conversation, he said this. I think that statement is spot on and I want to thank Carl and Brett for supporting me and investing in me, and I hope that I’ve been able to give something back to them and this conference
Think about it … if you only invest in a project, does that project invest in you? No ... a project is never going to pat you on the back. It’s the people behind the project that really matter
In closing, I’m not claiming that all my professional relationships are perfect because they’re not. What I am saying is that I realize more than ever how important positive, honest relationships are to our team’s success, to my success, and to each project’s success. I believe that by investing in yourself and others, and focusing on communication and collaboration, you can build positive relationships that will contribute to the success of your projects