- QRP InternationalPRINCE2 - Project Management -Spanish
Descarga ahora el mapa de procesos en PRINCE2, con los detalles de las actividades a seguir.
- QRP InternationalPRINCE2 - Project Management -English
The PRINCE2 Process Flow Diagram is a graphical ‘at a glance‘ representation of all the PRINCE2 processes and how they fit together and it shows all the processes involved in running a PRINCE2 project from start to finish. This version of the Process Map is the renewed and updated one according to the new 2017 version of the PRINCE2 method. A key document for all project managers that want to run a project following the recommended steps.
- QRP InternationalPRINCE2 - Programme Management - Project Management - Portfolio Management - PMO Management -English
You are a Project Manager, and most probably hold one (or more) great Project Management certifications. What’s next? Most of professionals in the Project Management world already know about Programme, Portfolio and PMO management; some of them already work at PMO level for example, having helped with the set up of a “Centre of Excellence” in their organization. But how do you know what is the right next step after Project Management? How to identify the right action that can fit your needs? A few years ago, you would sometimes hear project management called “The Accidental Profession”. This was the idea that we became project managers, not by design, but by accident. Professionals started as specialists in IT, Engineering, Real Estate, Construction or whatever; today we have been transformed into project managers. If you find yourself in this situation, you may be missing the skills for your new “accidental” career… This article clearly explains some of next possible steps after Project Management.
- QRP InternationalAgilePM - PRINCE2 - Project Management -Italian
PRINCE2 o Agile Project Management? O entrambe? Abbiamo chiesto al nostro trainer in PRINCE2 ed AgilePM, Fabio Savarino, di rispondere alle vostre domande più frequenti sulle differenze tra i due metodi di project management.
- QRP InternationalAgilePM - Scrum - Project Management -English
We have interviewed Kevin Pauwels, developer consultant, AgilePM certified and Scrum Master at Pàu, in order to investigate further the links between Agile and other well-known framework, such as Scrum, and to find out how this knowledge helps throughout the project. We have discussed with Kevin about his role, his feedback on methods like Agile and framework as Scrum, and about the challenges and achievements of a Scrum Master growing into an actual Project Manager role. in his view “From being Scrum Master, I see AgilePM as the next step, as a way to upgrade my role and my skills, from a more technical role to a less technical one”.
- QRP InternationalAgilePM - Scrum - Project Management -Italian
Abbiamo intervistato Kevin Pauwels, consulente sviluppatore in Pàu, certificato AgilePM e Scrum Master, e abbiamo discusso del suo ruolo, del suo feedback riguardo a metodi come AgilePM e il framework Scrum, e delle sfide e successi di uno Scrum Master che vuole assumere il ruolo di Project Manager. “In qualità di Scrum Master, vedo AgilePM come il passaggio successivo, come un modo per potenziare il mio ruolo e le mie competenze”.
- APMG InternationalChange Management - Change Management -English
Disruption is an essential ingredient for changing the way we think about change management…
- QRP InternationalAgilePM - Project Management -English
Organisations are facing so much unknown that they have to be ready almost for anything. That means the ability to launch quickly project and mobilise multi-skilled resources either in house or through pre-agreed commercial subcontracts or a mix of both. The AgilePM guidance of ABC (Agile Business Consortium) has an interesting document called “PAQ : Project Approach Questionnaire” used at the outset of the project. The questionnaire is in fact a risk assessment for the management side of the project. It helps defining if all stakeholders are effectively able to work in agile. In this article we explore 5 examples of area to check before launching an agile project.
- APMG InternationalITIL - IT Management -English
As the most widely adopted framework for IT service management in the world, it is hard to believe that ITIL is more than 20 years old. This white paper explores what is ITIL and what are its origins, how ITIL is organized around a service lifecycle which includes service strategy, service design, service transition, service operation and continual service improvement and why would an organization be interested in ITIL, highlighting the benefits of this approach.
- QRP InternationalAgilePM - Project Management -Italian
Le organizzazioni affrontano così tante nuove sfide da dover essere pronte a tutto. Questo significa che devono essere in grado di avviare rapidamente progetti e di coinvolgere risorse qualificate, che siano interne all’organizzazione o acquisite attraverso contratti di subappalto o un mix di entrambe le opzioni. La guida AgilePM di ABC (Agile Business Consortium) include un interessante documento chiamato “PAQ: Project Approach Questionnaire” utilizzato all’inizio del progetto. Questo questionario è una valutazione del rischio per la parte manageriale del progetto. Aiuta a definire se tutti gli stakeholder sono effettivamente in grado di lavorare in maniera Agile. In questo articolo vediamo 5 esempi di aree da testare prima di lanciare un progetto agile.
- QRP InternationalPRINCE2 - Project Management -English
The Grand Hôpital de Charleroi (GHdC) resulted from the merger of two hospitals. “Everybody wanted to set up a real merger and not only juxtapose all the services. We wanted a global project for our patients.” Said Georges de Wasseige, Director Organisation & Projects. That implied a lot of change, reorganization, services merger and so on; a lot of projects going on and they all had to proceed also.
- QRP InternationalPRINCE2 - MSP - Change Management - MoP - P3O - Programme Management - Project Management - Change Management - Portfolio Management - PMO Management -English
The success rate of a project portfolio does not only depend on HOW you do your projects, but also on WHICH projects an organization does. Doing projects the right way, but finding out afterwards that they do not contribute to business objectives will not be seen as a success, especially from a business point of view. What is more important amongst Project, Programme and Portfolio Management to improve success rate of projects in your organization? We asked three of our key Trainers and Consultants to answer this question, in order to provide you with a clear overview of the possible approaches you can choose from when implementating Projects, Programmes and Portfolios. Better to start Top-Down or Bottom-Up?
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