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Blue Prism Professional Developer Exam Format Blog

Blue Prism is one such tool which helps companies automate repetitive tasks. Technological advancements have increased at an incredible pace. You must keep up with technology developments in order to maintain your career. The Blue Prism Developer Exam (AD01), tests the developer’s knowledge of various development concepts and functionality. Blue prism is a great way to prove your expertise and skills in RPA if you are interested in a career in this field. The salary depends on the role of a Blue Prism Developer. Blue Prism recognizes the importance to have a high-quality certification program in order to maintain the standards necessary for enterprise RPA delivery success. Before you can begin your blue prism professional development certification preparation, candidates must pass the AD01 exam.
Why choose this exam?
First, professionals are needed in every sector. This certification will allow them to be ahead of all other developers.
Second, many reports and surveys show that Blue Prism Certified Professional Developments are paid more than other employees.
This certification is also useful for personal growth and not only to help you land a great job.
A further advantage is that RPA is gaining popularity and technology is taking over, so certified professionals will always have a job.
The Blue Prism Professional Developer Certificate is recognized all over the world, giving the candidate an advantage if they need it to move around internationally.
There are many other companies, such as Accenture, Deloitte and IBM. Blue Prism is used to automate their operations, giving candidates a wide variety of companies to choose from.
Exam Format and Scheduling
The Blue Prism portal requires that the candidate has passed the Blue Prism Developer exam, (AD01), at least six months before they can take the blue prism professional development exam. These two exams are from the same parent. One is for Blue Prism Developer (Exam Code: AD01), and the other for Blue Prism Professional Developer. (Exam Code: APD01). The APD01 exam is the advanced exam in the Blue Prism Accreditation Program. Before obtaining their blue prism professional development certification, the candidate must pass the AD01 exam.
Let’s now discuss the format for the Exam-
The exam has 50 multiple-choice questions. You must answer them in 60 minutes.
All questions have the same marks, and the exam costs $65.
The exam can be taken in English, but you can also take the exam in your native language. You can get an additional 30 minutes.
To pass the exam, the candidate must score at minimum 70%. 80% must be on merit and 90% must be to earn distinction.
Register for an Exam
First, register at the Blue Prism portal.
Next, hover over certification in the learning tab. Click on certification. You will find important documents regarding the certification exams below.
To register for the exam, click on the link that will take you to Pearson Vue.
Register on Pearson Vue, select your exam, and complete the payment. You’re done registering!
Course Structure
Let’s quickly look at the course structure for the Blue Prism Professional Developer Exam.
Firstly, Surface automation for terminal emulators
Secondly, Java Automation Guide
The Browser Automation Guide was then created.
Developer Best Practices
In addition, Exception Handling
You can also use the Mainframe Spy tool
Work Queues Guide
Final, the Mainframe Automation Guide
Blue Prism Professional Developer Study Guide
The following are some learning resources that a candidate can use to prepare for the Blue Prism Professi

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BCS Foundation Certificate of Artificial Intelligence Study Guide Blog

You are looking for a study guide that will help you prepare for the BCS Foundation Certificate of Artificial Intelligence exam. You want to prove your skills with a professional certification. We will provide you with a detailed Study Guide that includes expert learning resources and a step-by-step guide. You will be equipped with all the Advanced Learning resources you need to pass the exam. This guide will help you get started on your journey to this certification. Before you embark on any journey, it is important to have a good understanding of the exam and its contents. Let’s take a look at the details of the exam.
About the BCS Foundation Certificate for Artificial Intelligence
Artificial Intelligence (AI), is a method of using a nonhuman system to learn from the behaviour and characteristics of human intelligence. The BCS Foundation Certificate of Artificial Intelligence validates candidates’ knowledge and understanding of the terms and general principles of AI. This Foundation level Certificate expands upon the knowledge from the BCS Essentials Certificate of AI.
Key Exam Objectives
This exam focuses on the following key areas:
Firstly, the potential benefits and challenges of ethical and sustainable robust artificial intelligence
Second, the Basic Process of Machine Learning (ML): Building a Machine Learning Toolkit
Third, the challenges and risks associated an AI project and the future of AI, Humans in work.
Who should take the exam
Candidates in the following areas can take TheBCS Foundation Certificate in Artificial Intelligence exam:
For starters, candidates who are Engineers, Scientists, Organizational Change Practitioners, Service architects, program and plan managers, web developers and chief technical officers, service provider portfolio strategists/leads and business strategists/consultants.
The certification is also suitable for candidates with an interest in artificial Intelligence in an organization, particularly those working in science, engineering knowledge engineering or finance.
Study Guide for the BCS Foundation Certificate of Artificial Intelligence Exam
How well you do in the exam will depend on how prepared you are. You need to select the right resources for your type and level of understanding to succeed in the exam. There are many resources available to help you prepare. This study guide will outline the steps you need to take to pass the exam.
Step 1: Review the Exam Objectives
It is important to review each exam’s objectives when you are studying for the exam. This will make it easier for candidates to understand the concepts and topics of the exam. To get a clear view, visit the Official Website of BCS. It is the best site to find information about the BCS Foundation Certificate for Artificial Intelligence. These topics are covered in this exam:
Topic 1: Ethical, Sustainable Human and Artificial Intelligence
This domain covers the general definitions of AI (Human Intelligence) and Human. Next, we will discuss ethics and trustworthy AI. The three main areas of sustainability are described and the 17 sustainability goals by the United Nations. Further, explaining how AI is part ‘Universal Design’ and ‘The Fourth Industrial Revolution. Understanding that ML is a significant contributor to Artificial Intelligence’s growth is another important contribution.
Topic 2: Artificial Intelligence & Robotics
This domain contains concepts that demonstrate understanding of the AI intelligent agents description. This domain also includes descriptions of robots and explanations of intelligent robots.
Topic 3: AI benefits – risks and challenges
This domain also focuses on how sustainability is described

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BACB Certification Exam Updates January 2022 – Blog

BACB strives to ensure that its certification exam is up-to-date with the most current information and content. With the new year 2022 upon us, there will be many changes to the BCBA and BCaBA certification exams. BACB is taking every opportunity to improve BCBA/BCaBA testing. BACB also has all the information you need about these changes. To make things even simpler, we’ll be going through the major changes to the BACB exams. Let’s start by looking at the latest updates!
Quick Check on BACB Certification Exam Latests:
Before you begin with the BCBA or BCaBA exam changes. Let’s take a look at the changes.
Many BACB criteria and standards will be drastically altered on January 1, 2022. These are some of the major changes that you can expect:
First, the BCBA and BCaBA Task Lists fifth editions will be implemented. They will also be the basis for all BCBA/BCaBA examinations.
Second, new qualifications will be available for BCBA and BCaBA certification.
The Behavior Analysts’ Ethics Code then will be in effect.
Next, the RBT Ethics Code (version 2) will be implemented.
The new requirement for consulting supervisors in the first year of a BCBA to supervise BCBA or BCaBA trainees (accumulating fieldswork) will also be in effect.
Modifications to the BCBA Exam and BCaBA Exam: 2022
Decide whether you want to apply prior or after 2022. These points will help you decide.
If you wish to apply under the current 4th Edition standards, you will need to submit an approved application for BCBA/BCaBA certification. Otherwise, you will need to apply according to the 2022 requirements.
Approved application:
Approvable applications have all the required components for approval. For example, a BCBA or BCaBA acceptable application would be filed before 2022.
First, complete and accurate payment of Final Experience Verification Form(s).
Documents proving that the courses meet all content requirements must be provided.
Third, evidence of an acceptable level that meets all applicable requirements
Finally, official transcripts with conferral dates are sent electronically or physically by the university.
Let’s take a closer look at the BCBA and BCaBA exam changes to better understand the changes.
1. Exam Updates for Board Certified Behavior Analyst (BCBA).
The Board Certified Behavior Analyst (BCBA), can be considered a graduate-level certification for behavior analysis. The BCBA level certification is for independent practitioners who are skilled in providing behavior-analytical services.
BCBAs also supervise Board Certified Assistant Behavior Analysts, Registered Behavior Technicians (RBTs) and other behavior-analytical professionals.
Exam Guide Modifications
Candidates who had their BCBA petitions approved prior to January 1, 2022 will have their ability to take exams for two years. This extension will continue until January 1, 20,22 when the BCBA Task List (5th edition) is implemented. The BCBA Task List (5th ed.) will be implemented. If you fail the certification test by January 1, 2022 and you still have a chance to pass, you will need to take the exam using 5th edition task lists.
We recommend that you plan ahead if you are unsure whether you will apply for BCBA certification prior to or after the new eligibility requirements take place on January 1, 2022.
BCBA New Eligibility Requirements
1. Grad
While the requirements for the BCBA degree will vary a little, there will be two important differences.
Applicants who have a master’s in a subject other than psychology, education or behavior analysis are eligible to apply. A graduate degree in any field of study will be accepted starting January 1, 2022. You must meet all current qualifications, including the coursework requirements and fieldwork.

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ASQ Six Sigma Black Belt Study Guide – Blog

ASQ – Six Sigma Black Beltis a professional certification that is a gold standard in quality. It adheres to ISO 17024 Standard and must be renewed by demonstrating continuous competency. ASQ certifications have been endorsed by more then 125 companies around world and are internationally recognized. A Certified Six Sigma Black Belt is a professional who can explain Six Sigma principles and philosophies, as well as the supporting systems and tools. Black Belts should be able to lead teams, understand team dynamics, and assign roles and responsibilities to team members.
These certifications can lead to a variety of lucrative career options. Preparing for any exam is like working. To achieve this credential, it takes hard work, determination, and consistency every day. The Study Guide will assist you in your journey to the exam.
Skills acquired : ASQ Six Sigma Black Belt
ASQ – Six Sigma Black Belt Certified professionals should be able to:
Firstly, explain Six Sigma principles, related principles, and supporting systems and tools.
Second, understand the team dynamics and show team leadership
Next, define and assign roles and responsibilities for the team members
Define benchmarking
Learn about various business performance measures, including financial.
Also, identify customer needs and describe the impact six-sigma projects have on different types of customers.
Experience is required
ASQ Six Sigma Black Belt professionals must have a basic understanding of lean enterprise concepts and the ability to identify activities and elements that are not value-added in order to be able to use specific tools. The ASQ Six Sigma Black Belt certification requires the following experience:
To start with, two completed projects with signed Affidavits.
Then, one completed project with a signed statement and three years of experience in one or more areas of Six Sigma Black Belt Body of Knowledge.
Study Guide for ASQ Six Sigma Black Belt
Now, we will begin to elaborate the Study Guide for ASQ Six Sigma Black Belt certification exam. To excel in the exam, it is essential to have all exam preparation materials with the study guide. This Study Guide will help you to find the right resources and prepare you for your dream job. This guide will help you pass the exam with flying colors.
Review the Exam Objectives
First, you should be clear about the course objectives. To earn this credential, you must have a thorough understanding of all concepts. Before you begin your preparations, we recommend that you refer to the ASQ Six Sigma Black Belt exam guide. You should dedicate enough time to each exam domain. These domains are covered in this exam:
Firtsly Domain 1- Organization-Wide Planning & Deployment (Questions 10) – This domain covers Organization-wide Considerations. It focuses on Six Sigma, Lean and Continuous Improvement methodologies. The relationships between business systems and their processes. Strategic planning and deployment of initiatives are also important. Leadership – Roles, responsibilities and organizational roadblocks.
Domain 2 Organizational Process Management and Measures – This domain includes the impact of Stakeholders and Benchmarking as well as Business Measures.
Domain 3 – Team Management – This domain focuses on team formation and facilitation. Domain 3- Team Management – This domain focuses on Team Dynamics as well as Team Training.
Domain 4- Define – This domain includes the Voice of the Customer and the Business Case. Next, you will need to select the Project Management (PM), Tools and Analytical Tools.
Domain 5- MeasureIt also covers topics such as process Characteristics and Data Collection. Next, you will find basic statistics, probability and process capability.
Domain

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7 Proven Tips to Help You Pick Up A Project from Someone Else

(This post contains affiliate hyperlinks. Please read my full disclosure.
I have transformed into a woman who runs down Regent Street wearing ridiculous heels in the last few weeks to get to her next meeting.
Who has ever said, “Sorry. I’ve got a mouthful lunch, hang on,” so many times on the telephone because there’s not enough time to finish lunch.
Who has ever paid library fines, even though the books are there and ready to be returned?
In other words, life has been very busy.
All this is because I have taken on a new project. We’ve moved things around and I’ve taken on a big, complex piece of work. It’s interesting.
It’s in great shape because the previous PM did an outstanding job. The team is committed and knows what they are doing. It was my first day as a true leader and I received 47 emails about it. There’s a lot happening and I don’t feel like I know what to do.
Here are my 7 top tips for starting work on a project someone is giving you.

1. Take a handover
2. Meet the team
3. Re-read the project initiation process (by yourself).
4. Reexamine the plan
5. Check the meeting schedule
6. Examine the risks
7. Plan your next steps
Now it’s your project

1. Take a handover
The title is the clue. They are handing you responsibility, so they must actually do a handover. Keep copies of all important papers, especially anything that has to do with money spent. Ask about the team. Examine the milestones.
This is the formal part. Now, have a private chat.
Find out what stakeholders want and which ones are having a difficult time right now. You can get a lot of information from the old project manager about office politics and how to cut down your learning curve.
2. Meet the team
Although I cannot find the source of the story (get in touch with me if you do), someone once told me a tale about two soldiers. They agreed to speak up whenever they could.
They began to talk about each other’s experience and credentials over the years. They were each promoted faster than the norm, and that was not surprising.
Robert B. Cialdini, in his book Yes: 50 Scientifically Proven Methods to Be Persuasive explains how it is more effective to have someone else introduce yourself. Ask the departing project manager to make positive introductions and to point out that the project is still in good hands.
This message will give confidence to stakeholders that might be anxious about the change in project managers and it will help you get started on the right track.
It’s possible that the soldier story is also in that book.
3. Re-read the project initiation process (by yourself).
To give yourself a sense of what you would do if you were setting up a project, here are some examples. Is there a project initiation form? Is there a business case? Is there a Yammer group that you could set up for a new project?
Get a head start by downloading the Project Initiation Checklist, which can be found in our project management document library. Follow these steps. You should be happy with the way you’re running this project.
Let me take you to the resource library
You can put in place any changes you feel are necessary and stop any that don’t fit with your vision of the project. Make sure everyone is informed.
4. Reexamine the plan
Read through all planning documents and the project plan. You should feel comfortable with the way the work is laid out. If you don’t, it is time to change.
For example, I like to see all project management ‘overhead’ (or levels of effort tasks) at top o

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How to overcome the Imposter Syndrome

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What is Imposter Syndrome?
Who thought up the idea of Imposter Syndrome.
What does Imposter Syndrome look like?
Who is at risk for Imposter Syndrome
Is Imposter Syndrome normal?
3 Ways to Overcome Imposter Syndrome [Video]
How to overcome the Imposter Syndrome
Quick AnswersWhat is also known as imposter syndrome?
How can you stop feeling like an imposter
Is there anyone who has imposter syndrome?

More resources on Imposter Syndrome

What is Imposter Syndrome?
Imposter Syndrome does not exist as a medical condition. It refers to the feeling that you have when you feel like you don’t know what you’re doing. It is self-doubt.
Do you ever feel like you are in the wrong job when you get a new job or have to take on more responsibility? It’s almost as if your skills aren’t enough to take on another person’s role.
You are not alone – Imposter Syndrome is a common feeling.
Imposter Syndrome refers to the feeling of self-doubt that you feel when you think you don’t know what you are doing.
Who thought up the idea of Imposter Syndrome.
Pauline Clance worried all the time that she wasn’t good enough when she was in graduate school. She wasn’t satisfied with her performance on exams. Instead of focusing on what she knew, she focused on what she didn’t know.
She stopped sharing her worries with friends because she was tired of hearing them. She got good grades in her exams but was still concerned that she wasn’t up to the standards of others.
Pauline didn’t know it at that time, but she had Imposter Syndrome.
Susanne Imes and she developed the concept of Impostor Phenomenon. These papers are widely available on the subject. It is commonly known as Imposter Syndrome.
What does Imposter Syndrome look like?
You are attending a meeting and the discussion is so over your head that you feel like an idiot even though you should be taking the minutes. You feel that you are not qualified for your current job, and that you are in the wrong company.
It is only a matter time before someone notices you are not up for the job and fires your.
This is how Imposter Syndrome manifests: it destroys your self-confidence. It can strike anyone at any time.
My book, Overcoming Imposter Syndrome, contains many stories from people who have experienced Imposter Syndrome.
Who is at risk for Imposter Syndrome
It happens to everyone, men and women. I often ask people at conferences about imposter Syndrome if they ever felt like a fraud at work.
Nearly every hand raises every time.
Many people feel they don’t measure up. You might find people who are experts in your field or have been in the same role for years when you take on a new project or a new responsibility.
It’s almost as if they know everything and you don’t.
People hide their Imposter feelings from others by worrying, fearing, shame, embarrassment, and worry.
Ask your colleagues if they ever felt like they were swimming in the deep end, while everyone else is gracefully passing. This is Imposter Syndrome.
Go on, ask someone.
You can encourage others to tell the truth about their feelings. Your truth allows them to act in the same manner. That changes everything for everyone.
Is Imposter Syndrome normal?
It is very common to feel like a fraud. These feelings have a name, and you probably know it is Imposter Syndrome.
This is not a common feeling. Knowing that you are not the only one can help you overcome Imposter Syndrome and regain your confidence.

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How to navigate internal politics on projects

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Ever wonder why project stakeholders don’t respond in the way you expected? It could be internal politics.
I recently interviewed the authors of A Practical Guide for Dealing With Difficult Participants. They shared their thoughts on why engaging stakeholders in projects doesn’t always go as planned. Jake Holloway is here today to share some tips on how you can navigate internal politics when working on projects.
Hello, Jake. What is the difference between your approach and the textbook approach to managing stakeholders?
The assumption in standard project management textbooks is that all stakeholders are rational, compliant, and available.
They aren’t, do you? ?
Some of them won’t even read emails or go to meetings. They are totally irrational. They may even be totally against the project for a variety of professional and personal reasons.
Stakeholders are people. This means they can be irrational and selfish. They love authority, influence, money and status. They don’t always like people and don’t like change.
Our approach is to bring a political and socio-economic dimension to project management. As Machiavelli did for The Prince.
There’s a gap in what I know about literature. I have never read The Prince. Tell me about the most unhelpful stakeholder that you have ever worked with.
We all had very demanding sponsors/steering committees. I don’t think that is difficult. One of my project sponsors stated in our first meeting that he believed this project should not exist. He also said that he would oppose any final recommendations. This was oddly enough, as he was being honest.
The most difficult was when a CEO fired me for not being in a position to meet the deadline without a 100% technical specialist.
We must be able turn these people around. Do you see people doing this?
This is what makes good project managers. This is what makes good project managers different from bad ones. They persuade and motivate, sell, inspire, enthuse, and even manipulate. They don’t hide behind Gantt charts, reports and RAG statuses.
They take the time to get to know their stakeholders and what motivates. They listen, empathize, and place themselves in the shoes of stakeholders rather than focusing on the project from their perspective.
In projects with difficult and powerful stakeholders, technocratic project managers who tick boxes are ineffective.
Your book explains that contractors can also be difficult. They would surely do everything for their clients. They are so difficult to work alongside.
Individual contractors and external suppliers have their own commercial goals. They want projects to go through change controls that increase profit. They are happy if projects take longer to increase revenues.
External suppliers may not always make the right decisions for clients, so this conflict of interest can sometimes be overlooked. Even though the project team wants to do the right things, the sales representative might be motivated financially to stop them.
As a project manager, pretending otherwise can allow the suppliers to have the upper hand. See almost every Central Government IT contract!
The team plays a significant role in all of this, and they can be equally challenging. What is your top tip for project managers who are struggling to manage their project team?
Jake is the author of A Practical Guide for Dealing with Difficult Participants.
Are they stressed, bored, or not learning? Are they a personality trait?

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How to Motivate Your Project Team

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Ruth Pearce is an expert on motivating your projectteam. She has even written a book about it.
Ruth was kind enough to talk to me about motivating teams and why it’s something that you should be doing.
Ruth, let’s get started at the beginning. Why is motivation so important in projectteams?
Motivation is intrinsic. It is the reason people do what they do.
Amazing results can be achieved when we link the project’s goals to these intrinsic motivators. People will be more creative, go further and consider more options to complete the project.
Ruth PearceWhen people don’t feel connected to their motivations, it is difficult for them to motivate themselves.
So how do we do it? What is your top tip for project managers looking to inspire their team to do their best work as project managers?
This question is great! Many of us assume that inspiring teams is difficult, and we believe we can’t do it!
The best approach is to model the behavior that you want. People will copy what they see.
It’s something we do as children, teens, and adults. We don’t want our children hanging out with “the wrong kind of influence” and we want them to be surrounded with “the right kind of people.”
We instinctively know that our children will copy what is happening around them, and the same holds true for us at work.
Exuberance and energy are key to joy and zest. You will need to be committed and dedicated if you want dedication. Ask questions if you want people to be curious about the world.
You can also enlist the help and support of others to model certain behaviors. They will not only help the team but will also give you a pattern of behavior to follow.
Motivating someone will make them more engaged in the project. What does “engagement” actually look like?
Motivation is closely linked to engagement. It looks like enthusiasm, focus, excitement, and sparkle in the eyes.
You will likely notice more creativity and innovation, and the room is more positive.
How can you get engagement?
Engaging others is a great way to get to know them.
If you have someone who is curious, loves to learn, assign them work that involves data collection or research. Ask someone you love to show kindness and love to help the team to come up with ideas for a group activity.
Meetings are a great way to identify strengths and keep people interested. Take a note of the strengths you see in people, and then thank them afterwards. Be specific about what you saw, and why you value it.
Your work is centered on strengths-based project management. Tell us more.
Strengths-based projectmanagement is a method of project management that focuses more on the people than the process.
There is so much information available about the processes to use, but 70% of project success (and possibly as high as 81%) depends on the human side. (Gertman et. al., 2001.)
Strength-based project management begins with the project manager becoming aware of and applying their strengths on a daily basis. Next, the process will be extended to the project team and other stakeholders using different tools.
We cover character strengths, mindsets,learning and planning styles, and appreciation inquiry to build skills as a project manager that increases engagement.

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How to manage your first meeting with a project sponsor

It’s a chance to impress a sponsor. This is your chance to impress your sponsor and get the project started. This will give you an idea of how you will work together to achieve your goals.
What do you actually talk about with a project sponsor when you first meet them? Five project managers were asked to share their experiences with the project sponsor. Here’s what they had.

1. Learn more about them
2. Trust is essential
3. Start building a relationship
4. Listen
5. Take a look at the larger picture
Getting your first discussion right

1. Learn more about them
I learn as much about them as possible, their background, and what they love most about their job. It gives me a good idea of how to best tailor my interactions with them.
Helen Curel, UK
2. Trust is essential
In short, you should try to get to know your team members and build trust. Learning Tree was a great tool for influencing people. It was one of the best courses I took in Project Management. According to the course model, influence is nearly impossible without trust. The course was mainly about how to quickly build trust by observing the values of others.
I currently have three projects. One sponsor is a senior manager who has extensive sponsorship experience. She is organized, pragmatic, and driven. She loves detail and is keen to understand all aspects of a project.
Another sponsor doesn’t care about the details but wants to feel that the project progresses well. She wants the project manager not to focus on the details of people-related issues. She finds it frustrating to have a detailed agenda for meetings. She will instead focus on the feelings of members. She is great at getting people involved.
The third sponsor is a mixture of both. He is not experienced in project management and feels threatened by the possibility of things going wrong. He is a great leader and can get people involved. Once he understands the issue, he can make quick decisions.
As project manager, I must quickly understand the strategy I use when interacting with sponsors. To establish trust, I must understand their values.
I don’t dive into project-related issues unless I know how they will react. This should be done in a team meeting, where I can observe them and get to know them. If possible, I follow up with a 1-to-1.
Paul Nicholson, MBCS UK
3. Start building a relationship
I try to put my efforts into building a relationship. Factual discussions are important, e.g. What is the sponsor’s rationale for the project? This is what most sponsors expect from their first meeting. However, I use this more as a lever to engage stakeholders than an end in and of itself.
We hope to have more meetings to discuss these issues. It is important to discuss our expectations from each other right from the beginning. Include the time that the sponsor is able to dedicate to the project.
David, Sweden
4. Listen
Listen. Notes I have my own agenda. What are the underlying problems? What can we do to overcome them?
Claire Sezer, FCILEx, UK
5. Take a look at the larger picture
Ask them to explain their roles and responsibilities and the impact they expect the project will have on the organization.
Dave Gordon, USA
Getting your first discussion right
You can learn a lot from the experiences of real project managers. Hopefully these stories will give you some ideas for your first meeting.
You want to achieve a combination of big-picture thinking and forward-planning. What are their overall goals for the project? How much time will they dedicate to it? This will help you to start your relationship off in a positive way.
This is especially important if your involvement in strategy planning is significant

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Ten Things I Love about Managing Projects

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#1. The Variety
#2. #2.
#3. #3.
#4. #4.
#5. #5.
#6. #6.
#7. #7. Delivering Value
#8. Transferable Skills
#9. #9.
#10. #10. Flexibility

This article will discuss the best parts of managing projects. I have been doing this job for a while now, and it never ceases to amaze me how much I still love it.
Let’s get into the things I find so amazing about this job.
#1. The Variety
IT is today, Marketing tomorrow. Every day is unique! Every project is unique. It’s easy to switch between projects or departments within your business.
There are many aspects to this job, including the people involved, the scope of the projects, and the tasks that project managers have to perform.
There are many project management roles available, so you’re sure to find the one that interests you. There is often clear career progression, so you can see the next step in your career.
#2. #2.
The day is more enjoyable when there’s a team effort. Leadership is a great privilege. You can inspire and motivate others.
You can encourage others to do their best work, remove roadblocks, and make a real difference in the lives of your coworkers.
#3. #3.
This may seem selfish, but managing projects allows you to see what’s coming first and then test it out. This is especially true for new technology.
It’s a great way to get the latest apps, systems, and tools before your colleagues in the larger organization!
#4. #4.
It’s satisfying when things are fixed. It’s fun to solve problems: the research, analysis and synthesis. Then, there’s the thrill of being able make an amazing recommendation.
It’s also a chance for creativity as a team.
#5. #5.
It’s fun to bring about change! It is a privilege to introduce new things into your business.
It can be hard work but it is worth it when you do it right. People appreciate what your efforts have done and how they’ve made a difference in their work and the business’s operation.
It’s a special feeling. A successful go-live makes all the work in project planning, execution and delivery worthwhile.
#6. #6.
Project management requires a lot of communication. This is a part of my job that I enjoy because it allows me to meet people. It’s also important if you want understanding the motivations of your stakeholders.
Communication is both positive and negative. Communication is important in both directions. It is vital to listen to your team, your stakeholders and your sponsor. This helps us to better communicate the changes that are happening.
You can think of ways to build feedback loops into your communication so that people have many ways to reach you.
Also, make it easy for your team to communicate!
#7. #7. Delivering Value
It’s easy to see the impact of your work on a project. It should be possible to draw a line between the work of your project team and your strategic objectives.
It’s easier to motivate your team when you can establish that connection.
#8. Transferable Skills
Project management is a valuable skill that you can use to help in other areas of your life.
Transferable skills such as communication, team leadership, planning and management will help you to be more marketable in the future.
#9. #9.
Project management allows you to access many different areas of your business.
This is why I love my job so much: rather than only seeing one department’s workings, I see them all.