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Cross-Functional teams
 
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Cross Functional Teams in Project Management Imagine a strategic plan by the CEO of a car manufacturer to come up with an answer to a new product introduced by his competitor. The competitor has built a new car that runs on electric batteries. The CEO starts this endeavor by meeting with the engineers to come up with a prototype for his new car. Months go by until the prototype is created. After the engineering department is done with its part, the finance department has to estimate what the costs would be involved in such a project. Raw materials, labor and other costs are estimated and more time passes by. The finance department then hands off the data to the marketing department which does a competitive analysis. Department after department does their part as this initiative takes months to research, analyze and bring online. In fact it takes so long that by the time the company is ready to build this car on its assembly line the market trend has changed and now cars that run on solar power are the new trend. The project is cancelled. What's an alternative to this sequential approach? How to Manage Cross Functional Teams? I'm Nathan Ellison (please view my website www.nathanellison.com ). And today I will be discussing cross-functional teams and why they are a better approach than the scenario I just described. Let's imagine a different scenario. In this approach the CEO assembles a cross-functional team and becomes a sponsor for his appointed project manager. He charters a team formed with representatives of the engineering, finance, marketing and any other specialty needed for this product launch. From day one members of this team are collaborating. What is the best practice in Creating Cross Functional Teams or Keys to Effective Cross Functional Teams? The CEO is feeling awfully good about his new approach. There are a number of advantages with a cross-functional team. The primary advantage is speed. Rather than the initiative getting stuck in a department until it's ready to move on to the next department, all technical experts are exposed to the challenge at the same time bringing the breadth of skills and experiences from such a diverse group. The team members are no longer restricted to brainstorming within their own departments but can now have their ideas evaluated by technical experts in other disciplines. For example, engineers are made aware of customer preferences by the marketing and sales department. The Marketing and sales department are learning about costs and product variations from the engineers and financial analysts on the team. The CEO and project manager soon learn that cross-functional teams do not come without their drawbacks though. One of the challenges of cross-functional teams is that because these teams are constructed of such diverse specialties any poor interpersonal skills are amplified. Suddenly, members of these groups are required to figure out solutions with their colleagues who have completely different specializations, different ranks and perspectives? One solution to these issues might be in how work is rewarded. Instead of giving awards and incentives to staff for individual performance as is the case at many organizations, organizations would benefit from rewarding team members for sharing information and collaborating. As a project manager, try to persuade your sponsor to consider rewarding team members for being good team players. Another solution might be to set ground rules: Ground rules could be about: How team meetings should be conducted. For example, how often and on what days are meetings conducted? Would meetings be daily scrum meetings which are more common in Agile methodologies or would they be more traditional with action items and meeting minutes? The CEO and project manager also find out from the functional managers that another challenge with cross-functional teams is that team members have competing responsibilities. What are the Challenges with Cross Functional Teams? These team members are reluctant to participate on the team because they still have deadlines and responsibilities to their functional departments. As a project manager you need to negotiate with functional managers to reserve time slots for work that their staff needs to accomplish for the cross-functional team. Remember in every team interaction there are challenges to overcome and cross functional teams are no different. However for many projects, the benefits of cross functional teams out way the obstacles. I hope you've enjoyed my webcast on cross-functional teams. If you'd like to see my other webcasts you can visit me on my website: www.Nathanellison.com Thank you. Sincerely, Nathan Ellison
Views: 7445 nkenyc
How to Manage Cross Functional Teams
 
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Total Quality Consulting brings you "How to Manage Cross Functional Teams." Total Quality Consulting is a fictional corporation. This is part of Professor Sharek's MAN 336 Workshop Project (Spring 2013) and is not meant for reproduction.
Views: 4121 TQConsulting
What is CROSS-FUNCTIONAL TEAM? What does CROSS-FUNCTIONAL TEAM mean?
 
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What is CROSS-FUNCTIONAL TEAM? What does CROSS-FUNCTIONAL TEAM mean? CROSS-FUNCTIONAL TEAM meaning - CROSS-FUNCTIONAL TEAM definition - CROSS-FUNCTIONAL TEAM explanation. Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. SUBSCRIBE to our Google Earth flights channel - https://www.youtube.com/channel/UC6UuCPh7GrXznZi0Hz2YQnQ A cross-functional team is a group of people with different functional expertise working toward a common goal. It may include people from finance, marketing, operations, and human resources departments. Typically, it includes employees from all levels of an organization. Members may also come from outside an organization (in particular, from suppliers, key customers, or consultants). Cross-functional teams often function as self-directed teams assigned to a specific task which calls for the input and expertise of numerous departments. Assigning a task to a team composed of multi-disciplinary individuals increases the level of creativity and out of the box thinking. Each member offers an alternative perspective to the problem and potential solution to the task. In business today, innovation is a leading competitive advantage and cross-functional teams promote innovation through a creative collaboration process. Members of a cross-functional team must be well versed in multi-tasking as they are simultaneously responsible for their cross-functional team duties as well as their normal day-to-day work tasks. Some researchers have viewed cross-functional interactions as cooperative or competitive in nature, while others have argued that organization’s functional areas are often forced to compete and cooperate simultaneously with one another (“coopetition”) and it is critical to understand how these complex relationships interplay and affect firm performance. Decision making within a team may depend on consensus, but often is led by a manager/coach/team leader. Leadership can be a significant challenge with cross-functional teams. Leaders are charged with the task of directing team members of various disciplines. They must transform different variations of input into one cohesive final output. Cross-functional teams can be likened to the board of directors of a company. A group of individuals of various backgrounds and disciplines are assembled to collaborate in an efficient manner in order to better the organization or solve a problem. Some organizations are built around cross-functional workflows by having reporting lines to multiple managers. This type of management is called matrix management, and such organizations are often called matrix organizations.
Views: 2146 The Audiopedia
Aligning a Cross Functional Organization in Project Management.wmv
 
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One of the case studies presented at the PMI Bangkok Chapter organized monthly events. This was hosted at the Pacific City Club in Sukhumvit Bangkok. Presented by: Robert Twiddy
Views: 143 pmibkk
Best Practice in Creating Cross-Functional Teams
 
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In an ever increasing field of changes in business operating environments, agile organizations depend on speedy responses to market opportunities. Industry leaders appearing invincible five years ago are now struggling to recreate and reframe their organizations just to keep their head above waters, that is, if it is not too late to stage a rebound. So how do organizations redesign their businesses to come up with timely services and products? Donna Howes shares a comparable experience in a supply chain organization which chose to form cross-functional teams to: increase speed in responding to the market, deal with more complex issues, build an organization-wide common focus on the customer and facilitate organizational learning. She elaborates on some of the 10 factors that build the success of cross-functional teams and adds the importance of synergy and collaborative decision-making.
Views: 5351 BCODN
Anat Lechner - Cross Functional Teams - Gloper
 
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http://www.gloper.pt Anat Lechner, Professor at NYU Stern School of Business, on this video addresses cross functional teams and how can they work together. A cross-functional team is a group of people with different functional expertise working toward a common goal. About Anat Lechner: Anat Lechner is a Clinical Associate Professor of Management and Organizations at NYU Stern. Professor Lechner earned her Ph.D. in Organization Management from Rutgers University in 2000. She is also the recipient of the GE Teaching Excellence award. Professor Lechner's research focuses on how organizations can best structure to develop innovation capabilities and outcomes. Her research encompasses various areas including the effective leverage of multidisciplinary teams, leading adaptive change, and the development of workplace environments supportive of creativity and innovation. Her current work looks at the complexities of managing high performance cross-functional teams, and the ways by which physical workplace environments enable organization members to cope with uncertainty, change, and the demand for increased innovativeness.
Views: 2075 Gloper
Managing Cross-Functional Teams
 
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Fresh back from a promising interview The Unemployed Gourmet lets off steam, makes a new friend, and puts an interesting spin on corn dogs, all while educating you on Managing Cross-Functional Teams.
Views: 2647 UnemployedGourmet
Cross-Functional Teams and Their Impact on Driving Innovation
 
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This Innovation Minute defines what a cross-functional team is and briefly details its importance in moving the innovation process forward. Learn more at www.kuczmarski.com
Connecting Cross-functional Teams During Product Development with Confluence - Atlassian Summit 2012
 
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Join Wes for a look into how the teams involved during the concept and planning phases of product development collaborate online. Learn how to bring geographically dispersed teams -- Development, Product Management, Marketing, QA, Tech Writing, and Sales -- closer together than ever before.
Views: 1625 Atlassian
Managing cross-team dependencies
 
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For more info go to www.hansoft.com/expertblog/manage-cross-team-dependencies/
Views: 780 Hansoft
Cross Functional Influence Playbook Introduction
 
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The problems we face, decisions we make and projects we run are complex. Very rarely does all this work reside neatly in one function, team or location. It requires us to reach across functions and geographical boundaries. And once that reach happens, influence is required. Where authority ends, influence begins. The Cross-Functional Influence Playbook introduces a simple model to getting things done across the organization.
Views: 270 Finerty Consulting
Project Plans and Task Management Using Windchill Final
 
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Today’s challenging global environment demands effective collaboration. With Windchill ProjectLink, you can securely harness the talents and energy of the entire team. Windchill ProjectLink provides instant access to the right product and project management information at the right time, keeping the team aligned, on track and moving forward. Using pre-built templates, Windchill ProjectLink helps ensure that cross-functional processes are in accord with prescribed standards. It also formalizes critical quality management methodologies, such as Six Sigma, Advanced Product Quality Planning (APQP) and ISO 9000. Do you want to see how you can further improve cross—functional collaboration on company projects? This webinar is for you.
Views: 1651 BoundarySystems
Video: DevOps Creating Cross Functional Teams
 
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Are your DevOps teams delivering business value? Does your DevOps team have the right mix of knowledge and skills needed to work in cooperation versus working in silos? If you are not sure of the answer, why don't you join Frederick Schukken, Managing Consultant at Quint Wellington Redwood as he walks you through how capable DevOps teams can redesign IT roles and responsibilities. At Quint we firmly believe the traditional IT functions will be deprecated as DevOps team members deploy more engineering skills, soft skills and knowledge and skill levels will create and empower more effective cross-functional autonomous teams.
Alignment in Cross Functional Teams
 
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VP Operations at BP talks to Mission Excellence about the challenges facing cross functional project teams.
Views: 531 Mission Excellence
Cross-Functional Teaming Challenges and Opportunities in Sales New Hire Training
 
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CEOs are continuing to look at bringing costs into alignment while at the same time looking for ways to grow their organization. As a result, a lot of activity continues within the sales team. Sales leaders are looking to increase the competitiveness of their sales team as the economy continues to slog along. One area under increased scrutiny is the onboarding process within client-facing teams. On one hand, the new hires need to perform quickly and hit their quota as fast as possible. On the other hand, they need to understand what customer’s need and how to communicate the value of products and services. While this is an age old problem, today’s solution to this challenge is anything but routine — especially when learning and sales leaders are struggling with justifying the investments being made in new hire onboarding activities and explaining how those activities clearly link to improved competitiveness at the point of sale. In this webinar, Sales Enablement Principal Consultant Brian Lambert and Training Consultant Greg Renner share real-world examples and provide insights on: • Orchestrating a new hire onboarding process that decreases ramp up time of new hires • Understanding how learning and sales leaders are taking a top-down and bottom-up approach to help new hires achieve more immediate sales results • Defining the often overlooked critical links within the process, and how companies are looking to manage friction points in the process • Getting in front of the likely onboarding “mandates” from above, or from product groups, or business units
Views: 316 GPStrategiesCorp
DevOps Team Structure | DevOps Team Roles and Responsibilities | DevOps Tutorial | Simplilearn
 
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This DevOps Tutorial will help you understand what is DevOps, Why DevOps along with the resources needed to build a DevOps Team. This DevOps Team Structure Tutorial will list out the resources need to build a DevOps Team. This video will explain: 1. What is DevOps? ( 0:26 ) 2. Why do we need DevOps? ( 1:05 ) 3. What is DevOps Team Structure? ( 2:00 ) 4. Benefits of building DevOps Team ( 5:26 ) 5. Best Team Structure for DevOps ( 5:56 ) Below are the resources needed for DevOps team: 1. The DevOps evangelist/automation architect - Front-runner for the organization - Leader for the end to end process and tools - Ensures smooth production and release 2. Senior DevOps Engineer - Software testing - Experience assurance - Security engineering - On-time deployment - Performance engineering 3. Junior DevOps engineer/ system administrator - Open source pros - Passionate towards technology - Hands-on with development platforms and tools - Networks, servers and database and support Once the teams are formed, we need to align the goals of the company with DevOps team, Utilize the tools like Jenkins, Puppet, Ansible, Chef and measure track performance like deployment frequency, security, and quality, the volume of errors. #DevOpsTrainingVideos #DevOpsPractitioner #DevOpsTutorialsForBeginners #DevOpsPractitioner #DevOpsCertification #DevOpsCourse DevOps Tutorial Playlist: https://www.youtube.com/playlist?list=PLEiEAq2VkUUJS6zkGgXeWw9l32EwRoYdR DevOps Articles: https://www.simplilearn.com/devops-revolution-article?utm_campaign=DevOps-Teamstructure-UyGGYVTQAh8&utm_medium=Tutorials&utm_source=youtube To Gain In-depth Knowledge of DevOps, Check Our DevOps Training Course: https://www.simplilearn.com/cloud-computing/devops-practitioner-certification-training?utm_campaign=DevOps-Teamstructure-UyGGYVTQAh8&utm_medium=Tutorials&utm_source=youtube ---------------------------------- What are the objectives of this DevOps Training Course? Simplilearn’s DevOps training course is designed to help you become a DevOps practitioner and apply the latest in DevOps methodology to automate your software development lifecycle right out of the class. You will master configuration management; continuous integration deployment, delivery and monitoring using DevOps tools such as Git, Docker, Jenkins, Puppet and Nagios in a practical, hands on and interactive approach. ---------------------------------- What skills you will learn through this DevOps Training Course? 1. After completing the DevOps training course you will achieve hands on expertise in various aspects of the DevOps delivery model. The practical learning outcomes of this Devops training course are: 2. An understanding of DevOps and the modern DevOps toolsets The ability to automate all aspects of a modern code delivery and deployment pipeline using: - Source code management tools - Build tools - Test automation tools - Containerization through Docker - Configuration management tools - Monitoring tools ---------------------------------- Who should take this DevOps Course? This DevOps training course will be of benefit the following professional roles: 1. Software Developers 2. Technical Project Managers 3. Architects 4. Operations Support 5. Deployment engineers 6. IT managers 7. Development managers ---------------------------------- What are the projects included in this DevOps Course? As part of the coursework, you will complete three projects based on industry use cases. Project #1 Domain: Finance A global bank recruits 500 graduate software developers each year. The developers are employed at sites in four different countries. The bank requires a web-based questionnaire system to assess graduates’ programming skills so that they can provide appropriate training. You will need to design, implement and deploy part of the system. Project #2 Domain: Media A media company wishes to offer a website where users can upload photographs. Captions and titles can be added to the photographs. Customers can order prints of photos on T-shirts, mugs and other items. You will need to design, implement and deploy part of the system. Project #3 Domain: Medical A hospital wishes to implement a system that can detect harmful drug interactions. They want a mobile phone application that allows doctors to enter or scan prescriptions. The system will then check for drug interactions, and any conflicting drugs will be highlighted so that the prescription can be changed. You will need to design, implement and deploy part of the application. ---------------------------------- For more updates on courses and tips follow us on: - Facebook: https://www.facebook.com/Simplilearn - Twitter: https://twitter.com/simplilearn Get the Android app: http://bit.ly/1WlVo4u Get the iOS app: http://apple.co/1HIO5J0
Views: 3660 Simplilearn
What’s Needed for Cross-Functional Teams to Succeed
 
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For cross-functional teams to succeed, teammates must shift from a “function-centric” mindset to an “enterprise-centric” mindset. Here’s how to facilitate this type of conversation in your next cross-functional team meeting.
Views: 152 VerusGlobal
The Challenges of Managing Multiple Application Testing Projects Mess Of Many, The
 
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TOPIC: The Mess of Many, the Simplicity of One Never before has technology diversity been so great and readily available. With a very small team with very little resources, even the smallest organisation can look and act like the biggest. While this makes it easier to execute and compete, it creates chaos when it comes to application quality. Just as developers and organisations have endless choice of technologies to use, end users and consumers have an even more endless choice in browsers, mobile devices, and platforms. This puts the burden back on the QA teams to test. We will introduce the concept of cross browser testing where customers can, with a very small team, test their applications on a wide variety of desktop and mobile browsers using only one script that adapts itself across all browser types. The three biggest takeaways from this Executive Debate include: 1. The demands on quality teams are higher than ever with a wide diversity of tools, platforms, and technologies to support. 2. More tests, both functional and performance used to require more hardware and upfront investment. 3. Learn how to leverage the cloud for both on demand performance testing & functional cross browser testing to save costs while increasing quality. Becky Wetherill – Senior Product Manager, Borland Working within Product Management at Borland, Becky is responsible for the strategy and direction for test management and functional mobile test solutions within Borland. With over 17 years of IT experience, Becky not only provides strategy and direction with the products, but supports both the field and sales organisation around Software Quality Assurance. Becky has a strong focus on the qualitative aspect of software delivery and for the last 14 years has specialized in integrating processes and tooling to help organizations increase quality in their software.
Views: 90 UNICOM Seminars
The Cross Functional Conundrum
 
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Gaynor tells the story of a customer who uses cross functional teams to get an early release of the project
Views: 2232 ValueDrivenSoftware
IT expert cross functional projects at the BMW Group
 
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To combine her knowledge in IT with her experience in financial topics is something Claudia Lippmann enjoys most at BMW Financial Services. She leads a team that supports and assures continuous development of nineteen financial services systems. Find out much more about all the diverse career opportunities available with BMW Group, including entry-level positions and all current job offers, at: http://bmw.jobs/WMQdU9xI.
Views: 622 BMW Group Careers
Running Agile Data Science Teams | Data Dialogs 2015
 
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John Akred, Silicon Valley Data Science http://datadialogs.ischool.berkeley.edu/2015/schedule/running-agile-data-science-teams What’s the best way to pursue data-driven projects? Drawing from our experience with cross-functional teams of engineering, quantitative, and visualization skills, we will highlight the benefits of collaborative teams of experts working iteratively, across disciplines, and explain how to manage these teams to successfully and efficiently deliver data analytics projects. John Akred Founder & CTO Silicon Valley Data Science John Akred is the Founder and CTO of Silicon Valley Data Science. In the business world, John Akred likes to help organizations become more data driven. He has over 15 years of experience in machine learning, predictive modeling, and analytical system architecture. His focus is on the intersection of data science tools and techniques; data transport, processing and storage technologies; and the data management strategy and practices that can unlock data driven capabilities for an organization. A frequent speaker at the O'Reilly Strata Conferences, John is host of the perennially popular workshop: Architecting A Data Platform.
How To Motivate Your Project Team
 
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Quick tips for motivating your project team.
Views: 248 The Otobos Group
What is PROJECT TEAM? What does PROJECT TEAM mean? PROJECT TEAM meaning & explanation
 
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What is PROJECT TEAM? What does PROJECT TEAM mean? PROJECT TEAM meaning - PROJECT TEAM definition - PROJECT TEAM explanation. Source: Wikipedia.org article, adapted under https://creativecommons.org/licenses/by-sa/3.0/ license. A project team is a team whose members usually belong to different groups, functions and are assigned to activities for the same project. A team can be divided into sub-teams according to need. Usually project teams are only used for a defined period of time. They are disbanded after the project is deemed complete. Due to the nature of the specific formation and disbandment, project teams are usually in organizations. A team is defined as “an interdependent collection of individuals who work together towards a common goal and who share responsibility for specific outcomes of their organizations”. An additional requirement to the original definition is that “the team is identified as such by those within and outside of the team”. As project teams work on specific projects, the first requirement is usually met. In the early stages of a project, the project team may not be recognized as a team, leading to some confusion within the organization. The central characteristic of project teams in modern organizations is the autonomy and flexibility availed in the process or method undertaken to meet their goals. Most project teams require involvement from more than one department, therefore most project teams can be classified as cross functional team. The project team usually consists of a variety of members often working under the direction of a project manager or a senior member of the organization. Projects that may not receive strong support initially often have the backing of a project champion. Individual team members can either be involved on a part-time or full-time basis. Their time commitment can change throughout the project depending on the project development stage. Project teams need to have the right combination of skills, abilities and personality types to achieve collaborative tension. Teams can be formulated in a variety of ways. The most common method is at the discretion of a senior member of the organization. There are many components to becoming a top performing team, but the key is working on highly cooperative relationship. The job of management is to create relaxed and comfortable atmosphere where members are allowed to be themselves and are engaged and invested in the project work. All team members are encourage for relationship building. Each member is responsible to give constructive feedback, recognize,value and utilize unique strengths of each other. The whole team is tuned on trust and cooperation.
Views: 418 The Audiopedia
How do I choose members of a cross-functional team?
 
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http://academlib.com/3490/management/choose_members_cross-functional_team#180 The group's mission plays a major factor in team selection. Will it solely provide feedback to others? Will it have a specific project to complete? Will you need a small project team of experts or will you require a larger group, with a broad range of backgrounds represented, for brainstorming? Answers to these questions will help you narrow your selection. ...
Views: 61 Academ lib
3 Keys To Effective Cross - Functional Collaboration
 
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Ignite Your Leadership Strengths - 3 Keys To Effective Cross - Functional Collaboration Hosted by Mike Harbour and Deb Ingino http://www.mikeharbour.net/ignite-your-leadership-strengths/ http://www.mikeharbour.net/
Views: 212 Mike Harbour
Serialization - a cross-functional project
 
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You might assume that a serialization project belongs to the Engineering department. You’d be wrong! Take advantage of the knowledge of an expert in the field. Thanks to Burak Tiftikci, Managing Partner of Supply Chain Wizard, for sharing his expertise at Epista Life Science's Knowledge and Network Day. Supply Chain Wizard and Epista Life Science have a strong strategic partnership, assisting clients all over the world. Supply Chain Wizard brings cutting edge serialization strategy and technology, and Epista Life Science brings subject matter experts and innovative implementation and methodology to assist Life Science companies facing Serialization challenges. Epista Life Science is a consultancy with dedicated to continuously improving regulatory compliance. Some of that ways that we do this are through strategic partnerships, like Supply Chain Wizard, and by sharing knowledge about important topics for the industry. Contact us: Need help to change your IT landscape? Understand and conform to new regulations? Find and achieve the appropriate compliance level in your organization? Get in touch! We enjoy sharing our knowledge and are happy to discuss advancing regulatory compliance in your company. + 45 4825 4500 / [email protected]
How to Lead Self-Managed Teams - Project Management Training
 
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With the growth of self-directed teams, managers have to learn how to guide and not stiffle them. Jennifer Bridges, PMP, https://www.projectmanager.com/training?utm_source=youtube.com&utm_medium=support&utm_campaign=supportvids shows you want to do and what not to do for these collaborative teams to succeed.
Project Templates in Salesforce for Better Internal Cross-Team Collaboration
 
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Learn how you can make collaboration between sales and cross-functional teams smoother and your customers happier. Read more on our blog: https://www.wrike.com/blog/introducing-wrikes-project-templates-for-salesforce/?utm_source=youtube&utm_medium=socials&utm_campaign=videos Interested in a free trial of Wrike? Start yours here: https://www.wrike.com/tour/#getstarted?utm_source=youtube&utm_medium=socials&utm_campaign=videos You can get tons of business tips on the Wrike blog: https://www.wrike.com/blog/?utm_source=youtube&utm_medium=socials&utm_campaign=videos
Views: 4875 Wrike
Decision Making Process in Project Management
 
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Learn about the project decision making process and how it affects the project leader, project team and project strategy in this tutorial. Project decision making is required throughout the life of the project to make cross-functional decisions. A decision making process is also often needed to resolve conflicting points of view. The GoSkills Project Management courses are presented by Ray Sheen, certified PMP, Scrum Master and Lean Six Sigma Black Belt. Enjoy 10% off the Project Management for Experts course for a limited time: https://www.goskills.com/Course/Project-Management-Experts/?couponCode=YOUTUBE10&utm_source=youtube&utm_campaign=projectmanagement_free&utm_content=projectmanagement_free_decision GoSkills.com is an online learning company that helps anyone learn business skills to reach their personal and professional goals. With a GoSkills.com subscription, members receive personalized courses consisting of high quality and to-the-point video tutorials, transcripts, reference guides, exercise files and short quizzes. https://www.goskills.com/
Views: 735 GoSkills.com
How to Manage A Web Design Project | Niswatch E04
 
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Agencies and freelancers often face similar roadblocks while working on a web design project. A great web design process can help you tackle these worries with ease. At Niswey, we have learn't to break down the web design process into 7 manageable phases. You can read the complete blog by Anubhav Tiwari right here: https://www.niswey.com/blog/7-phases-web-design-process/ Or here's a short version: Phase 1: Requirement Gathering Understanding what a project will deliver is critical to its success. Team working on the project should gather all the relevant information. This helps in driving the project to a successful closure. Phase 2: Quoting the Client The cost per hour you bill your client is your call. But there are a few aspects which you should not miss while quoting: Quotation = (Effort you spend on studying the structure of the website and researching) + (Effort for data analytics ) + (Effort you spend on persona building exercise) + (Wireframing Effort) + (Time taken for design conceptualization) + (Designing effort) + (Coordination effort with cross functional teams) + (Effort you spend on review and approval meetings) Phase 3: Persona Building Personas are generalized characters that encompass the various needs, goals, and behavior patterns among your real and potential customers. They help you understand your customers better. Phase 4: Data Analytics Analysis of web data helps in understanding and optimizing the web design. Google Analytics and heatmap study helps in drawing meaningful information. This study helps in knowing what works on the website and what does not! Phase 5: Wireframing Information gathered in the previous phases will give you a launchpad to kickoff wireframing. Be sure to continuously review wireframes so you don't go building in the wrong direction. Phase 6: Web Design Conceptualization Don’t jump into designing straight away after wireframes. Soak-in all the information and wireframes before you actually start designing the website. This gives a direction to your designs. Phase 7: Designing (Finally) And now you are all set to design! Visit us at https://www.niswey.com/blog, for more awesome posts on marketing, design, and much more.
Views: 2979 Niswey
Jay Boardman about Project Management
 
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Meeting with Jay Boardman (Banking Industry, Renault, Areva, HeliosLite...) 7'' : Jay Boardman, from finance to industrial projects 1' : Project Management, work in a cross functional way 2'20 : Act as an orchestra 3' : First Experience 4'50'' : Roles in previous projects 6' : Positions held in Renault, cars programs, Renault-Nissan alliance 9'30'' : Success Measurement 12'45'' : « understand why you are doing it and what its means for the company » 13'15'' : How to work with famous CEO's, Chairman's 14'50'' : Differences between women and men leaders ***Entrepreneurship*** 16'0'' : New Projet : Startup HeliosLite Differences between managing a project in a big company and in a startup 19' : Lead your own project : more stressful ? more fun ? 20'25'' : Main motivation to launch a startup ***Project Financing*** 26' : about Project Financing 32' : Costs estimating ***Other topics about Project Management*** 37' : Tools for project management 40' : Impact of technology ? 43'' : Importance of Communication 43'39'': Advices to new projects managers 47'15'' : Advices for Students by Thomas Blanc, Guillaume Dottori, Binh Nguyen and Angelika Schmitz for IAE Savoie Mont Blanc.
Views: 283 Thomas Blanc
1.4 Project Management and Operations Management | What is PMP?
 
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1.4 Project Management and Operations Management Full article ►► http://whatispmp.com/project-management-operation-management/ ================================= Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service. Examples include production operations, manufacturing operations, and accounting operations. Though temporary in nature, projects can help achieve the organizational goals when they are aligned with the organization’s strategy. Organizations sometimes change their operations, products, or systems by creating strategic business initiatives. Projects require project management while operations require business process management or operations management. Projects can intersect with operations at various points during the product lifecycle, such as: • At each closeout phase. • When developing a new product, upgrading a product, or expanding outputs. • Improvement of operations or the product development process. • Until the divestment of the operations at the end of the product lifecycle. Here are some questions we might ask ourselves when determining whether to treat an operational item as a project: • What is the impact of failure? • If the objective of the operational item is not met, will it negatively impact the organization’s ability to do business? • Will senior management become involved? • Will it impact customer service? • If so, project management processes may help reduce these risks. • Will cross-functional resources be needed? • Will resources have to be involved whose job isn’t directly related to the operational item? • Will other departments be needed? • Will other resources need to schedule and plan their time for tasks? • Resource planning may be helped by project management processes. • Does the operational item need visibility? • Is the item in all other respects minor but important enough that others within the department or organization need to be aware of it? • A project-based communication strategy may help keep the item prioritized. • Who are the key stakeholders involved? • Has past experience with the stakeholders shown they prefer a more formalized approach? • Do they prefer to see written plans and schedules? • Project communications planning can help with stakeholder management. • Will the item result in materials that may need to be referenced in the future? • Will there be process changes, system changes, procedural changes, known issues, or workarounds that need to be documented and to be available for future reference? • If so then perhaps a project library is the best repository. • Would the item benefit by applying project management processes to it? Read Full article ►► http://whatispmp.com/project-management-operation-management/ ============================ Share video: https://youtu.be/eKMqaL3UmAs ============================ Subscribe to our channel: https://goo.gl/pJeXcj website: http://whatispmp.com Facebook: https://fb.me/whatispmp Google+: https://goo.gl/FQGzT5 ============================ PMP Tutorial ►► http://whatispmp.com/PM-Tutorial --------------------------------------------------------- An online training program will help you improve your knowledge and skills in project management and prepare you for the next step in your professional development, including certification as a project management professional. This tutorial covers the following subject matter: Knowledge areas: • Project Integration Management. • Project Scope Management. • Project Time Management. • Project Cost Management. • Project Quality Management. • Project Human Resource Management. • Project Communications Management. • Project Risk Management. • Project Procurement Management. Process groups: • Initiating Processes. • Planning Processes. • Executing Processes. • Monitoring & Controlling Processes. • Closing Processes. ==================================== Chapter 1: Introduction to Project Management • What is a project in project management?: http://whatispmp.com/what-a-project/ • What is project management?: http://whatispmp.com/what-project-management/ • Subprojects, programs, and portfolios: http://whatispmp.com/subprojects-programs-portfolios/ • Project management and operations management: http://whatispmp.com/project-management-operation-management/ • Role of a project manager: http://whatispmp.com/role-project-manager/ • Enterprise environmental factors: http://whatispmp.com/enterprise-environmental-factors/ ===================================== What is PMP, PMP Training, PMP Certification, PMP Exam Preparation, Project Management Professional Course, ============================ Share video: https://youtu.be/eKMqaL3UmAs ============================
Views: 101 What is PMP?
7 Rules for Creativity Managers
 
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Look, your company will not be more innovative when you only paint the office walls and install a foosball table for your workers. We can help you create an innovative office? Want to cultivate creativity? Try http://management30.com/events I was once working for a company that moved into a new office. The building looked great and it was all well-designed and nicely decorated. However, the CEO had one important rule for all workers: he insisted on compliance with his clean desk policy. What the F? We all received a white box. At the end of each workday, we were expected to put all of our stuff inside the box, leave our desk empty, and put the box in a closet. At the start of the next day, we could take the box out of the closet, pick a desk, get our stuff out of the box, and start working. Oh, and he invited all workers to make the company more creative and innovative! Yay. That makes no sense at all. Needless to say, this company was not know for its innovative products and services. What would you do instead? In the 21st century, we see the rise of the creative economy. Knowledge workers are replaced by creative workers. And the most innovative companies in the world all have similar approaches to creativity. The job of the manager is to create a fertile environment and to embrace the ideas that emerge from creative workers. Here are the 7 Rules for Creativity Managers: Nurture diversity: Creativity managers dislike brains being the same. Diversity is more than race or gender. Introverts versus extroverts. Rational versus emotional. Star Trek versus Star Wars. Use personal assessment tools, cross-functional teams, anything you can do to have people with different brains working together. Diversity sits between the ears, not on the skin or between the legs. Diversity? Our people were remarkably similar. Create markets: Creativity managers favor coopetition in networks. In healthy companies, there is competition and collaboration. Smart managers implement an ecosystem within the business. That means, get rid of rigid hierarchies and pompous job titles. People won't really collaborate when one person has a higher status than the other. Job titles. Check. Hierarchy. Check. Status. Oh, check!! Rely on merits: Creativity managers embrace networks and gameplay. Stop evaluating ideas by committee. People generate more ideas when they are evaluated by their peers. Create a stock market of ideas, where creative workers can invest in the ideas that make the most sense to them. Crowdfunded innovation in your company, that makes sense! No, we didn't do that. Make no predictions: Creativity managers keep many options open. You don't know which idea is going to be the best. Therefore, plan for an unknown future. Take multiple chances and allow for multiple scenarios. Design different versions of products, delay decisions about which one is the winner, and create a business strategy of more than one path. Multiple scenarios? Nah. Update the workplace: Creativity managers work the environment. Let creative workers customize and decorate their workplace. Make sure there is variety in the office so that people can choose where to work. Allow people to change and adapt the office according to what they need. And allow them to escape from the office when they think it's best. Ehm, no we couldn't do that. Change constraints: Creativity managers optimize for exploration. Some rules, like clean-desk policies, are stupid. Most people are more creative in slightly messy environments. Replace those rules with ones that make sense. For example, participate in an exploration day once every two months. Use rules and constraints to reinforce experimentation, not compliance. Not for us. Open boundaries: Creativity managers connect instead of protect. Too many companies rely on secrets. But, you can achieve much more with sharing and transparency. Organize cross-company conferences; join open innovation platforms; invite people from outside to your company's internal workshops. Open your borders to the world outside.
Views: 7133 Management 3.0
Project Management For HR Professionals
 
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Compliance Trainings by 247Compliance https://247compliance.com To Enroll Please Visit: https://247compliance.com/webinar/project-management-for-hr-professionals/ A Webinar by: Teri Morning Introduction Project management assists every area of a business from methods of increasing customer satisfaction to budget management, all the way to linkage of projects with business strategic outcomes. Good project management outcomes increase timeliness and efficiencies of scale, savings and/or speed of their projects making a good project even better. With becoming a true business partner, comes the responsibility to understand project management methods when working on projects. To achieve maximum benefits from good project management all members of the team need to be on the same page; using the same methodology, toolsets and documentation and understanding what their team members are doing regarding analysis, planning, design and evaluation. Good project managers also do not fail to understand or underestimate the effects of people on projects. A good project manager needs to manage the psychology of the project just as well as managing its other resources. Even the best-planned project will not come to fruition if the people are not on board. Most projects bring about change of some sort, and/or have some sort of uncertainty and uniqueness inherent to them; three factors with which people are historically uncomfortable. So even in the best of project plans, people do not always act the way one plans for them. Compounding the problem is that the people affected by projects and those who are influencing the outcome of a project are often the same persons(s). These people working on the project can even create their own aims, which may or may not be in line with the project’s purpose. Why should you attend? These days a huge role of Management is managing projects. Today’s projects often include technology considerations and cross-functional teams and grow increasingly complicated with each new project. Managing projects requires the organization of people, equipment, resources and procedures in an appropriate way to get a project completed within a set timeframe and budget. While traditional organizational skills are helpful in any project, today they are not enough, and those skills require an occasional upgrade. Documentation is also critical to project management but the documentation needs for projects may be very different from what management is used to producing for other business matters. At the end of this webinar, you will have a good understanding of project management methodology necessary to plan better projects and experience better project outcomes. Learning Objectives Considerations of planning a project. A project life cycle including analysis, planning, design and evaluation. Review of project management methodology, toolsets and documentation. Know how a project management life cycle is completed through using project management methodology. Gain an understanding of project management tools; GANTT charts. PERT. CPM. Managing the psychology of projects. Dealing with stallers, stumpers, blockers and objectors. Dealing with a project “double agent” or “hostile stakeholder(s).” . Elements necessary to make a business case for a project. Make it easier to work with IT by understanding the different phases of a system development life cycle. Areas covered in the Webinar Today’s projects often include technology considerations and cross-functional teams and grow increasingly complicated with each new project. Managing projects requires the organization of people, equipment, resources and procedures in an appropriate way to get a project completed within a set timeframe and budget. While traditional organizational skills are helpful in any project, today they are not enough, and those skills require an occasional upgrade. Documentation is also critical to project management but the documentation needs for projects may be very different from what management is used to producing for other business related matters. At the end of this webinar, you will have a good understanding of project management methodology necessary to plan better projects and experience better project outcomes. Who Will Benefit? Human Resources Professionals. Self-taught project managers seeking enrichment training and new skills. Project teams having trouble juggling their tasks and responsibilities. Professionals who have to manage projects, work on others projects, serve on cross-functional teams in any capacity. Professionals who serve in a consulted role for others projects. Professionals with limited experience in spearheading a project. Anyone about to step into a project manager role for the first time. Anyone who works regularly with vendor.
Views: 16 247Compliance Team
Project Work Breakdown Structures
 
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The Project module in Dynamics AX2012 R3 is a great toolset for any organization to manage projects effectively. This is great for companies that use projects as an everyday part of the manufacturing or service business or for companies that are looking to control R&D; new product introductions; engineering projects within a system to help with allocation of resources and control of costs. In this educational On-Demand webinar with lots of live demonstrations, you will: Learn how to create a work breakdown structure template and apply the template to your project Learn the tips and tricks of creating and modifying tasks within your WBS and when to use Automatic scheduling assistant. Understand how to allocate resources to projects Understand how to manage resources across projects. See the capabilities within AX 2012 for assigning workers to tasks and how you can view and maintain the resource schedule across multiple projects Learn about the different views available within the WBS and how these can help you keep your project on schedule and on budget. This is a great learning opportunity for anyone interested in or using AX and want to understand some of the capabilities of the projects modules in AX.
Views: 2811 eBECS YouTube
Program / Project Manager ( UX design - Product design )
 
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Top 3 Daily Responsibilities Act as a bridge between UX, Engineering, and Product Management (PM) teams, connecting all three groups and making sure interdependencies are understood and planned for First line of contact for all UX request Create an inclusive forum for project planning (yearly, quarterly, week) Additional Responsibilities Identify team needs with regards to process, tools, documentation, and asset management, driving required changes to make sure designers are working at optimum efficiency. Lead or collaborate with UX team leadership in key project decision-making, including: requirements gathering, scheduling, resource allocation, and coordination of teams and approval processes. Provide clear communication to cross-functional team leads and senior management regarding project status, resource requirements, issues, and priorities. Minimum Requirements BA/BS degree (manager is open to area of study) or additional 2+ experience managing interactive, design, or creative projects 5+ years of experience managing interactive, design, or creative projects Strong familiarity with design tools (Sketch), graphic formats and user interface technologies Thorough knowledge of user centered design processes and iterative development processes Working knowledge of project management software and proficient with spreadsheet software and Google Docs Proven ability to multitask, analyze opportunities, define successful approaches, and proactively solve problems Confident communicator Expert driver, facilitator and motivator or change and progress Nice to have Mobile industry experience
Views: 190 Pankaczi Peter
Data Science Pop-up Chicago ➟ Running Data Science Teams
 
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Presented by Heather Nelson - Solution Architect at SVDS What’s the best way to pursue data-driven projects? Drawing from our experience with cross-functional teams of engineering, quantitative, and visualization skills, we will highlight the benefits of collaborative teams of experts working iteratively, across disciplines, and explain how to manage these teams to successfully and efficiently deliver data analytics projects.
Views: 806 Domino Data Lab
Pharma industry and cross-functional teams
 
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Beth Yates describes the unique challenges pharmaceutical organizations face in setting up effective cross-functional teams.
Cross functional
 
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Views: 70 Abhilash Z Philip
Agility through cross-functional collaboration
 
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Speaker: Jeff Gothelf The world of software has become continuous. New delivery capabilities like continuous deployment and integration have enabled channels like app stores and the web to provide us with an unprecedented feedback loop. Every time we launch software we can take advantage of this continuous learning cycle to understand who is using our products and services, what they're doing with them and how we're meeting their expectations and our business goals. Combined with techniques born out of user experience and design, we have an unprecedented opportunity to build products that truly meet customer needs and help our businesses win. Speaker: Jeff Gothelf Venue: UCL University Campus, Christopher Ingold XLG2 Auditorium Lean UX in the Enterprise: Agility through cross-functional collaboration ---- video: Meetupvideo (http://www.meetupvideo.com)
Views: 3829 Meetupvideo UK
Project Management Tools: The Value They Deliver and Where CA Agile Requirements Designer Fits In
 
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Subscribe to our YouTube channel to stay up to date on all of our world-class products and exciting updates: https://goo.gl/YhZF9h A video setting out the value which Project Management tools are delivering to cross-functional teams, and how CA Agile Requirements Designer can work as an accelerator alongside existing tools. Many good project management tools exist, and are delivering immense value to business analysts, testers and developers. They are invaluable at the managerial level, providing visibility and tracking, while support project and product decisions. Project management tools further provide a centralized repository for test and design assets - but, they do not typically change fundamentally the way in which these assets are created. This is where CA Agile Requirements Designer comes in, allowing you to generate and maintain optimized user stories, test cases, scripts and data, before exporting them out to existing projects.
Views: 357 CA Technologies
Matrix management
 
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Strictly speaking matrix management is the practice of managing individuals with more than one reporting line (in a matrix organization structure), but it is also commonly used to describe managing cross functional, cross business group and other forms of working that cross the traditional vertical business units – often silos - of function and geography. This video is targeted to blind users. Attribution: Article text available under CC-BY-SA Creative Commons image source in video
Views: 1192 Audiopedia
Managing Virtual Teams
 
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An introduction to the Managing Virtual Teams presentation. Part of the LSIS Operational Effectiveness Project.
Views: 9364 Catherine Sellars
Project Risk Management
 
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What is Project Risk Management? Risk management in projects is the method of analyzing and identifying to any type of risk that may arise during the project lifecycle. In order to effectively manage the project and stay on track and meet the goals of the project, risk management should be a part of the planning process and should figure out solutions, how to maintain and control the upcoming risks. A risk may occur in any form or anything that might potentially leave an impact on your project’s timeline, performance and on your budget as well. Risks are potentialities but it may take the form of an “Issue” if your risks become realities. So, it the process of categorizing your risks, planning during the project plan, and identifying the potential risks before they become an issue and adversely affects your project process. How to manage your risk? Every risk management process takes the same basic steps for managing their risks. But, sometimes there might some unknown jargons are used to describe these basic steps. 1 Identifying the risk You and all your team members should effectively recognize, describe and uncover the risks that would have an impact or affect the outcomes of your project. You should consider preparing a Project Risk Register or using a template is a very good start. Leverage the collective knowledge and experience of your entire team. Ask everyone to identify risks they've either experienced before or may have additional insight about. This process fosters communication and encourages cross-functional learning. 2 Analyzing the risk Once risks are identified, now you have to two further questions to consider. What is the likelihood of this risk actually occurring? You should think about the possible consequences to your project objectives. A combination of both likelihood and the consequences discussion enables an initial risk analyzing to be performed. In order to ensure that your project goals and objectives are not affected by the risks, you have to develop an understanding the various nature of the risk and its potential consequences. 3 Monitoring the risk Clear communication among your team and stakeholders is essential when it comes to ongoing monitoring of potential threats. Monitoring of risks is a continuous process in risk management process because your project things will change as you move through your project lifecycle. Therefore, to be effective your risk management process must remain dynamic. 4 Controlling the risk In this phase of risk management process, the decision-making process becomes particularly important. It includes one or more of the following conditions: Transfer of the risk Exclusion of the risk Reduction of the risk Acceptance of the risk or an amount of the risk If you want to improve how risk is managed on your projects visit us at https://tiemchart.com/ Project risk management | project risk management analysis | project risk assessment | project risk management PMP | project risk management process | project risk analysis and management |
The truth about self-managing teams
 
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What's the deal with self-managing teams? Watch this quick video to get up to speed. For more videos from The Elkadeo Way about self-managing teams visit www.Elkadeo.com
Views: 11660 The Elkadeo Way
HRDQ Webinar: The Matrix Manager - How to Lead in a Collaborative Environment
 
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Multi-functional teams, virtual work environments, and dotted-line reporting relationships. Modern organizations are shaped more like complex spider webs than the triangular flowcharts we learned about in Management 101. And this new structure is stretching the competencies and capabilities of even the best managers. To achieve success in today's world, managers need a new skill set—one that enables them to shift their focus from a traditional "command and control" approach to a more fluid and flexible "influence and collaboration" strategy. Join us for an informative webinar that will introduce you to the world of matrix management. Organization development expert and author Jim Eicher will discuss the need for expanded competencies and offer you strategies for developing managers who can be effective in today's interconnected and collaborative world. What You Will Learn - The new skill set that's required of today's managers - How to balance the competencies of both traditional and matrix management - The important balance between collaboration and individual independence - How managers can foster global talent and build relationships across boundaries and borders - Different ways managers can influence and persuade others to achieve mutually beneficial outcomes - Tips for facilitating cross functional problem solving and conflict resolution About the Presenter A well-respected author and consultant, Jim Eicher is a subject matter expert in the fields of sales, organizational strategy, leadership, and communication. During his career, he held leadership roles at Booz Allen Hamilton, Andersen Worldwide, Symantec, and NetApp. He was also the founder of Cognitive Management, a training and consulting firm with worldwide clients such as Xerox, Reuters, Sony, Simon and Schuster, Amdahl, and Nortel. In addition to the Neurolinguistic Communication Profile, Jim is the author of the highly acclaimed book on management communication, Making the Message Clear as well as the assessment tools The Leader-Manager Profile, Post-Heroic Leadership: Managing the Virtual Organization, and Rapport: Matching and Mirroring Communication.
Views: 647 HRDQ
What is Self Managed Team?
 
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What is Self Managed Team?
Views: 2954 mK
Life Design and Architecture Session With Adeoye Abodunrin
 
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adeoye abodunrin​ is a seasoned management consultant,operations excellence and superior performance expert with experience in cross functional team leadership in multivendor projects, responsible for designing and managing project cost, time, quality, and stakeholder expectations for business profitability adeoye abodunrin​ shares life design and architecture in this video. Enjoy!
Views: 44 adeoye abodunrin