Rebel’s Guide to PM

SEPTEMBER 8, 2024

What is the stakeholder salience model? The stakeholder saliency model was proposed by Mitchell, Agle and Wood (1997). They define salience as: the degree to which managers give priority to competing stakeholder claims. Their model looks at how vocal, visible and important a stakeholder is. Those dimensions help you identify the stakeholders who should get more of your attention.

Influencer 331

Influencer Governance Government Defining 331

Online PM Courses

SEPTEMBER 8, 2024

PM Courses I Want to Learn Project Management Core Project Management Courses I Want to Study Agile Project Management Agile Project Management Courses Project Management Software I Need my Team to be Better at Project Management & Delivery PM Qualifications I Want to Study for Project Management Professional (PMP) The Project Manager’s PMP Study Guide PMI Qualifications and PDUs I Want to Study for PRINCE2 PRINCE2 Qualifications I Want to Study Agile Project Management Agile Qualifications

Agile 96

Agile Prince2 PMI Software Developers 96

GanttPRO Project Management

SEPTEMBER 8, 2024

What is a milestone in project management? A milestone is a significant event that is important for the entire project. It is used to measure its progress and show how […] The post What is a Milestone in Project Management? first appeared on GanttPRO Project Management Blog.

98

98

Scrum.org

SEPTEMBER 8, 2024

Kein Wort lässt Scrum Master mehr zusammenzucken als „Sprint-Ziele“. Ein gemeinsames Ziel, hinter dem jeder im Team steht. Ein Ziel, für das jeder bereit ist, sein Bestes zu geben. Sprint-Ziele vereinen Gruppen zu Teams. Teamarbeit in Unternehmen ist noch eher eine Rarität als die Norm. Daher ist es nicht verwunderlich, dass viele Scrum Master noch nach einem guten Vorgehen suchen, um Sprint-Ziele zu etablieren.

SCRUM 190

SCRUM 2018 Planning 190

Speaker: Chris Townsend, VP of Product Marketing, Wellspring

Over the past decade, companies have embraced innovation with enthusiasm—Chief Innovation Officers have been hired, and in-house incubators, accelerators, and co-creation labs have been launched. CEOs have spoken with passion about “making everyone an innovator” and the need “to disrupt our own business.” But after years of experimentation, senior leaders are asking: Is this still just an experiment, or are we in it for the long haul?

Innovation