The Lazy Project Manager

MAY 5, 2016

Using my own situation, and after talking to PMI in 2015, I learned that there was a 1 in 5 chance of speaking based on a ratio of sumissions to available slots for the 2015 congresses (no, it isn’t that simple as you will see later on). 2] May 2015. He who controls the present controls the past.’ What do you think?

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Strategy Execution | PMO Perspectives

JUNE 1, 2020

Executives must create a project-driven culture and provide strong leadership and visible sponsorship. 2] McKinsey, ‘Changing change management’ 1 July 2015. [3] This post first appeared on PMO Perspectives Blog. Individuals in champion companies have an instantly recognisable outlook. Academy of Management Executive 2005. [4]

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The Lazy Project Manager

NOVEMBER 4, 2016

The Social Project Manager, Balancing Collaboration with Centralised Control in a Project Driven World Dec 2015, Gower (Peter Taylor). Peter Taylor is a PMO expert currently leading a Global PMO, with 200 project managers acting as custodians for nearly 5,000 projects around the world, for Kronos Inc.

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Underperforming Technical Team PMO 2014 2015 150

Epicflow Blog

JANUARY 12, 2021

Program Manager ‘s job involves running programs to meet the strategic goals of an organization, including managing plans, budgets, and resources ; Program Management Office (PMO) Executive is another name for a program management officer, an employee responsible for project and program success in an organization. PMO Job Titles.

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Wrike

APRIL 22, 2015

I recently interviewed Peter Taylor, also known as “The Lazy Project Manager” as part of the Wrike Thought Leadership Series. The different roles of the PMO and how they help companies and organizations stay on track. 5 Must-Have Skills for the Project Manager Resume in 2015. Read Next: .

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Project Pulse Journal

MARCH 18, 2024

These systems act as the connective tissue that ensures every project, stakeholders, the project management office (PMO), and core functions of the organization's undertaking are aligned with the organization's overarching strategic goals. This supports setting up the crucial aspects of project governance components.

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Elise Stevens

MAY 24, 2023

Rebecca is a PMP® certified Project Executive with 25+ years of hands-on experience managing complex PMO and IT portfolios in the telecommunications and technology industries. After working as a full-time employee for two decades, in 2015 she transitioned into independent consulting, doing business as Mobile Program Management.

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Brightwork

DECEMBER 7, 2017

Peter Drucker (2001) famously stated that “management is about doing things right; leadership is about doing the right things.” According to the Centre for Ethical Leadership (2015), “ethical leadership is knowing your core values and having the courage to live them in all parts of your life in service of the common good.”

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Wrike

NOVEMBER 7, 2018

17% say the leadership of certified Project Managers. Project Management Offices (PMOs). PMO Popularity by Company Size: 61% of small organizations (<$100M) have a PMO. 88% of mid-size companies ($100M-$1B) have a PMO. 90% of large enterprises (>$1B) have a PMO. [16]. 19% — Delivered on time.

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2015 Technical Review Underperforming Technical Team Software Review 60

The IIL Blog

SEPTEMBER 11, 2024

One of the most common services carried out by the PMO is status and progress reporting to different stakeholders and top management. Read more of Luigi Morsa’s articles here » Rich Maltzman, PMP Rich Maltzman , PMP, recently retired from a 40-year career in the telecom industry, with the last 30 years in a Global PMO role.

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The IIL Blog

OCTOBER 24, 2023

One of the most common services carried out by the PMO is status and progress reporting to different stakeholders and top management. Rich Maltzman , PMP, recently retired from a 40-year career in the telecom industry, with the last 30 years in a Global PMO role. Active Assistance.

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The IIL Blog

JULY 3, 2024

While many companies have achieved and maintained high levels of project management success, other companies have limited the continuous investment needed in project management practices to make the success sustainable (Chandler & Thomas, 2015; Thomas & Mullaly, 2008). 800-809 Chandler, Dawne E.; Thomas, Janice L. 46 Issue 5, p46-61.

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Underperforming Technical Team 2008 Technical Review Governance 88