Government Jobs Preparation Online : Switch to Government Jobs

At switchtogovtjobs.com, you get the free online tutorials for the preparation of Government job to boost your Quantitative Aptitude, Reasoning skills, Banking Awareness and current affairs fields.

Google Associate Cloud Engineer Cheat Sheet – Blog

Are you ready for the next step in your career? Become a Google Associate Cloud engineer. You are looking for a quick overview with the right study resource? You are in the right place. The Google Associate Cloud Engineer Cheat sheet will be your information resource for revisions. It contains all the necessary study resources to increase your knowledge and confidence.
Cloud computing is a hot topic right now. This field is expected to grow rapidly and fetch high salaries. The Google Associate Cloud Engineer certification is highly sought-after. The competition is increasing just as fast as this sector. To grab the spotlight, you will need to put in a lot of effort. This cheat sheet will make your preparations easier and help you climb the career ladder. Before we get into the cheat, let’s take a look at the exam.
Google Associate Cloud Engineer: Exam Overview
Google Associate Cloud Engineerdeploys apps, monitors operations of multiple project, and maintains enterprise solutions in order to meet target performance metrics. This individual has worked with both public clouds and on-premises systems. They are also able to use Google Cloud Console, the command-line interface, to perform common platform-based tasks in order to maintain one or more deployed solutions that leverage Google Cloud-managed or self managed services.
Skills Assessment
The Google Associate Cloud Engineer Certification exam tests your ability to –
First, create a cloud solution environment
Plan and configure a cloud-based solution.
Next, deploy and implement the cloud solution
Also, make sure that your cloud solution is successfully operated
You can also configure access and security
Google Associate Cloud Engineer Cheat Sheet
Google certifications that are industry-recognized will give you an edge over other candidates. A professional certification can also increase your employability and demonstrate your ability. This exam requires that you prepare and study well. This cheat sheet will help you to prepare for the exam with the right resources and strategy. This cheat sheet will help you pass the exam with flying colors.
Understanding the Exam Objectives
It is important to familiarize yourself with the exam course in order to understand the concepts. The exam course covers a wide range of topics. It is recommended that you consult the Official Exam Guide by Google. It contains detailed information about the exam domains. These domains can be used to help you understand the exam and create a study plan that is based on them.
1. Set up a cloud solution environment
1.1 Setting up cloud accounts and projects. These activities include:
Firstly, Creating projects (GCP Documentation:Creating Your Project,Creating and managing projects)
Secondly, Assigning users to predefined IAM roles within a project (GCP Documentation:Understanding roles)
Thirdly, Managing users within Cloud Identity (manually or automatically) (GCP Documentation :Cloud Identity).
Enabling APIs within projects (GCP Documentation:Enabling an API in your Google Cloud project)
Also, Provisioning one or more Stackdriver workspaces (GCP Documentation:Workspaces)
1.2 Configuring billing. Activities include:
Creating one or more billing accounts (GCP Documentation:Create, modify, or close your Cloud Billing account)
Linking projects to a bill account (GCP Documentation : Modify project billing settings)
Establishing billing budgets, alerts (GCP Documentation):Set budgets, budget alerts
To calculate daily/monthly charges, set up billing exports (GCP Documentation – Export Cloud Billing data to BigQuery).
1.3 Installation and configuration of the command line interface (CLI), e.g. the Cloud SDK (e.g.

GCP Data Engineer Online Course Launched – Blog

Online Courses are the best learning resource for preparing for certification exams.
GCP-certified professionals earn higher salaries, which is why there is a high demand for Google Cloud Platform certifications. The new Testpreptraining course will help you become a GCP data engineer. This online course was designed by our experts keeping in mind the requirements for the GCP Data Engineer Certification Examination. The following discussion will discuss the most important aspects of the GCP Data Engineer certification exam.
We’ll also be discussing the highlights of our online course GCP Data Engineer. The purpose of this article is to help you understand the potential job role of GCP Data Engineer. You’ll also be able observe how the Testpreptraining GCP data engineer online course will be extremely helpful. Let’s get started, without further delay.
GCP Data Engineer Certification Exam Overview
Candidates with an interest in data investigation will find the Testpreptraining GCPData Engineer training course useful. Candidates for the GCP Data Engineer certification exam will assume roles in data-based decision making. The certification validates an individual’s abilities to collect, transform, and publish data.
Prerequisites
Every Data Engineer must know the prerequisites to pass the GCP Data Engineer certification exam. The best thing about the GCP Data Engineer certification exam is that it doesn’t require any prerequisites. Candidates must have the required experience to pass the GCP Data Engineer certification exam.
A minimum of three years’ industry experience in data-based positions and more than one year of experience in the design, management, and implementation of solutions using GCP are required. Candidates must also meet another important requirement to prove their eligibility. Candidates must be at least 18 years old to take the examination.
Details for the GCP Data Engineer Exam
Candidates must know the basics of any exam when preparing for it. The Testpreptraining GCP Data Engineer online course provides a comprehensive course that will help you pass the exam. This course is a reference to the actual certification exam. You can improve your confidence by learning the basics of the GCP professional data engineers certification exam.
The Testpreptraining GCP data engineer training course is designed to help candidates find the right path to success.
Basic Exam Details
GCP Data Engineer certification exam consists of multiple-choice as well as multiple-select questions. The exam lasts approximately 2 hours. Candidates can choose the test center while scheduling the exam.
The exam registration fee is USD 200 and applicable taxes. The GCP Data Engineer certification exam can be taken in only four languages: English, Portuguese Japanese, Spanish, and Japanese. Make sure you know at least one language.
Understanding all exam objectives will help you understand the exam better. It is important to familiarize yourself with the course outline.
Course outline
The alignment of the online course Testpreptraining GCP Data Engineer with exam objectives is the next highlight. GCP Data Engineer certification tests the candidate’s ability to design, build, operationalize, secure, and monitor data processing systems. The exam tests the following skills.
Designing data processing systems.
Data processing systems that can be built and operated.
Operationalization of machine learning

GCP Cloud Architect – Practice Tests Launched – Blog

Google Cloud Platform, one of the fastest growing cloud service platforms available today, allows you to run your applications and data workflows on a Google-sized scale. The GCP Cloud Architect certification, which is one of the most sought-after IT certifications, is also available. It is also one the most difficult exams offered by cloud vendors today. Passing this exam will require hours of study, hands on experience, and a thorough understanding of a wide range of GCP topics. Even after years of self-study, many aspirants still need to take practice tests for braces.
We are here to help! You heard it right! Our GCP Cloud Architect Practice Test has been launched with the most current exam questions. This article is intended to be your single best resource to help you prepare for and pass exam to become a Google Cloud Architect. This article presents you with a sanitized copy of the GCP Cloud Architect Practice Test. It covers general topics and answers you might encounter. This article is not intended to answer all your questions, but to help you prepare for the topics.
GCP Cloud Architect Certification Overview
It is always a good idea to start the preparation by learning the basics of the subject. Let’s start by familiarizing ourselves with the basics before we get to the meat of the matter.
Organizations can use Google Cloud technologies by passing the Professional Cloud Architect exam. A professional with a deep understanding of cloud architecture and Google Cloud Platform can design, develop and manage dynamic, secure, scalable and highly available solutions to help drive business objectives.
The Google Cloud Professional Cloud Architect exam evaluates your ability in the following areas:
Plan and design a cloud solution architecture
Manage and provision the cloud solution infrastructure
Design for security compliance
Analyze and optimize business and technical processes
Cloud architecture implementations managed
Ensure reliability in operations and solution delivery
Basic Details
Details are crucial, whether it’s exam details or other details. Even if you’re 100% sure of the details, it’s important to give them a second look, as they could change over time.
The certification exam is 40 multiple-choice questions and must be completed in 120 minutes. The exam is valid for two years from the date it was passed. Passing the exam does not guarantee a passing score. The exam is available in English and Japanese. English and Japanese. The exam will cost $200 USD.
Recommend an Experience
Google Cloud Architect certification exam does not apply to every role, but it is primarily intended for –
Firstly, Enterprise Architects/ Solutions
Second, members of the Operations Team
The System Administrators will then be appointed.
Cloud Architects are also available to Fresh Graduates.
Course outline
It is important to be familiar with the exam objectives before you begin exam preparation. The course outline is essentially the blueprint for the exam. It helps aspirants plan for a positive outcome. Google has divided the course outline into sections and subtopics. Let’s look at the topics so you can focus your attention on them in order to pass the Google Cloud Architect certification exam.
Domain 1: Planning and designing a cloud solution architecture
First, design a solution infrastructure that meets business requirements
Second, design a solution infrastructure that meets technical requirements
The next step is to design storage, network, or compute resources
Also, create a migration plan
Further, Envision future solution improvements
Domain 2: Provisioning and managing a solution Infrastructure
Firstl

EXIN ITAMOrg IT Asset Management Foundation Study Guide – Blog

Are you confused about how to prepare for the EXIN IT Asset Management Foundation exam? We have the perfect study guide for you to help you pass the EXIN ITAMOrg IT Asset Management Foundation exam. Experts have prepared this study guide with all the necessary learning resources to pass the exam. To make your preparation easier, we have compiled the learning resources as well as the study guide. Let’s first take a look at the exam details before we get started.
About EXIN ITAMOrg IT Asset Management Foundation Exam
EXIN ITAMOrg IT Asset Management Foundationcertification is high on demand among professionals in the Information and Technology sector. This certification is essential to show your knowledge and proficiency in the efficient management IT assets. EXIN is an internationally self-supporting certification institution for ICT-professionals. It is the most trusted and respected official in the IT-market.
Who Should Take the Exam
TheEXIN ITAMOrg IT Asset Management Foundationexam focuses on key personnel within an organisation that are involved in the IT Lifecycle. This certification is not for IT personnel. This certification is for non-IT personnel.
Firstly, overall management
IT Management is the second.
Third, Procurement Management
Financial Management follows.
IT Operations Management is also available
Then, Project Management
Process Management is another important aspect.
Further, Contract Management
Risk Management is another important aspect.
Business Continuity Management is also available
Security Management
EXIN ITAMOrg IT Asset Management Foundation Study Guide
If you have the right resources, passing the exam can be simple. Be sure that the content is accurate and reliable. How well you prepare for and pass the exam will depend on which resources you choose. You should be careful when choosing the resources. This study guide will help you to identify the best resources. It also outlines the steps you need to take to pass the exam.
Refer to the EXIN ITOMOrg Exam Objectives
A closer look at each domain of the EXIN IT Asset Management Foundation exam can provide a better idea of the exam’s aspirations. It is the best site to find information about the exam. Once you have read the basics of the exam, it is time to move on to the more detailed information. Now it’s time for the exam guide. Each exam domain should be given enough time. These are the topics covered by this exam:
Domain 1 – Introduction to IT Asset Management (ITAM [10%]): This domain covers ITAM’s purpose and definition. Next, Standards and best practice. ITAM models are also available.
Domain 2- Hardware Asset Management [20%] – It focuses on the Introduction of HAM. Next, identify and manage hardware assets. It also includes best practices, tools and mobile devices.
Domain 3- Software Asset Management [25%]: This domain contains the definition and objectives for SAM. The concept of compliance is also included. Software audits can also pose risks and costs.
Domain 4- Services and Cloud Asset Management [20%]: This domain aims at including concepts like the definition and objectives of SEAM. The concept of cloud and services is then. SEAM is also a practice. SEAM also offers contract negotiation and contracts.
Domain 5- People and Information Asset Management [20%]: It covers the definition and goals of PINAM. The guiding principles and practices of PINAM are also covered. Also, Services and Cloud: BYOD (Bring Your Own Dispatch).
Domain 6- IT Asset Management Interfaces [5%] – It is very focused on t

EXIN DevOps Foundation Study Guide Blog

Do you want to pass the EXIN DevOps Foundation examination? Are you looking for a strategy to prepare for the exam? This study guide contains all the latest and most advanced learning resources to help you pass this exam. It also outlines the steps you need to take on your journey to this certification. Jump on the boat and dive in to pass the exam. Let’s first review the concepts of the exam.
About EXIN DevOps Foundation Exam
ThisEXIN DevOps Foundation certification was created to provide IT and business professionals with basic knowledge and understanding about DevOps. Your resume will be more valuable if you are able to pass the certifications. You will be a better candidate for the job if you have certifications. They show your dedication to your work and organization. A certified professional is more valuable than an employee with a degree in this technological age. To improve the quality and efficiency of work, all companies, IT or not, require highly skilled and certified professionals. Let’s dive deeper into this valuable credential.
Who should take the EXIN Foundation Exam?
The DevOps Foundation is a great resource for IT and business professionals who want a better understanding of DevOps, and how they can benefit from its principles. This includes all those involved in DevOps teams and anyone involved in information and technology management.
EXIN DevOps Foundation Study Guide
Industry-recognized certifications can give you an edge over other candidates. A professional certification can also increase your employability and demonstrate your ability. This is why you need to prepare and study well for the exam. This guide will help you pass the exam with flying colors.
Step 1: Gather the exam information
Before you embark on any adventure, it is important to have a clear understanding of what you are getting yourself into. Reviewing each exam objective is an important part of your preparation. To get a clear picture, visit the Official Website of EXIN DevOps Foundation exam. It is the best site to find information about the exam. Once you have read the basics of the exam, it is time to move on to the more detailed information. Now it’s time for the exam guide. You should dedicate enough time to each domain of the exam. These domains are covered in the EXIN DevOps Foundation exam:
EXIN DevOps Foundation Updated Training Outline.
DevOps basics
1.1 DevOps Origins
The candidate can:
Describe the historical developments from Waterfall through Scrum to Agile.
DevOps is possible thanks to the advances in virtualization and cloud computing.
Explain how DevOps evolved from a historical perspective.
1.2 Definition of DevOps
The candidate can:
DevOps is an extension of Agile and Lean thinking.
Explain that DevOps is dependent on value stream thinking.
DevOps can provide a higher return on IT than other practices.
1.3 Reasons to use DevOps
The candidate can:
DevOps can be used to reduce time to market.
DevOps can be used to reduce technical debt.
DevOps can be used to eliminate fragility.
1.4 Misconceptions About DevOps
The candidate can:
DevOps does not belong to Agile.
DevOps is not just tools and automation.
DevOps does not represent a new profession.
DevOps Principles
2.1 Value Stream
The candidate can:
Define the concept value stream
Explain the concept of value stream mapping.
Clarify how a value stream mapping, (VSM), can help optimize business processes.
Explain why value stream thinking is at the heart of Dev

As a T-Shaped project manger, you can make an impact

(This post contains affiliate hyperlinks. Please read my full disclosure.
This is Charlie Davidson’s guest post.

The basics of a T-Shaped Individual
What does it mean for a Project Manager to be a T-shaped manager?
Why is it important to have T-Shaped Project Managers?
Which T-Shaped Project Managers are the most effective?
How can you improve your T-Shaped project management skills?
Wrapping up

Charlie DavidsonHave a you ever heard of a T shaped developer?
This is a common phrase in software development. It refers to a developer who has extensive experience in their role, but is also highly skilled in a specific area.
The horizontal bar of the letter “T” indicates their wider skill set. The vertical bar indicates more specialized and extraordinary skills.
This image may be helpful if you have difficulty understanding the visual reference.
A T-shaped Developer’s ability to work in multiple areas of a Development Team while still focusing on one area is highly valued.
But what if we apply the same principle for Project Management?
The basics of a T-Shaped Individual
It’s important to understand the differences between T-shaped people and others. How can we classify people who don’t look like T-shaped people? What are the differences between I-shaped and T-shaped people?
1. Individuals who are I-Shaped have deep knowledge of one subject.
2. Generalists, which I believe we’ll struggle find a letter that matches them, can do many tasks but specialize in none.
T-shaped people allow us to accomplish more with the same amount of people. Or you can do the same amount of work with less people.
Why? Experts excel at parachuting in and removing bottlenecks. They can quickly fix the problem the first time.
Not every task needs an expert. Generalists can take over tasks and make experts available to handle bottlenecks.
Experts and non-experts will find more T-shaped people. T-shaped people can adapt and move faster than those without them.
What does it mean for a Project Manager to be a T-shaped manager?
There are many ways to think about T-shaped Project Managers.
The first is to evaluate all Project Manager skills within the Project Management framework.
This scenario could include items like Kanban, Scrum and Sigma Six or PMBOK standards. The core focus would be on one management framework or concept.
Jeff Sutherland is a great example. Jeff Sutherland, who co-founded Scrum, has been a specialist in the subject for more than 30 years and has written numerous books about the topic. However, he still has some working knowledge of other Project Management skills.
This approach is not something I like. We as Project Managers need to have a comprehensive toolkit of processes and systems in order to find the right ones for each project.
Another approach is to view Project Management as a deep skill. A T-shaped Project Manager is specialized in managing complex projects.
What is the broad skill set? Well, it depends.
Project managers typically work in one industry. Each sector requires a different set of skills.
Let me give you an example of my industry: the digital sector. Here, we create complex websites and portals. Our teams are experts in User Experience, Creative Design and Technical, Systems, as well as Commercial skills.
Digital Project Managers who are able to relate to each skill are the ones who thrive in this industry.
They are in fact T-shaped Project Managers.
A T-shaped Project Manager has a working knowledge about the skills of their team. They are not as skilled as their colleagues, but they have a good understanding of best practices and concepts.
Why is it important to have T-Shaped Project Managers?
Project Managers that are T-shaped have many advantages.
A Project Manager can draw insights from their team to have a better grasp of a project’s progress than I-shaped specialists. This is great for working with stakeholders

LiquidPlanner: new version available!

On Tuesday, I saw a demo version of LiquidPlanner (the project management scheduling and collaboration tool). It’s now available – it’s still in Beta testing so it’s still free!
Bruce Henry guided me, a long-time user of MS Project through the main features. Although I have tried ConceptDraw Project 3 & Niku, LiquidPlanner is the best I’ve used.
As companies outsource the simple stuff, they are leaving the more complex, non-repetitive tasks at home. This is driving our economy to become more project-driven. This is great news for project professionals but it also means that we are doing more work than ever before. Add some new technology to the mix and it becomes almost impossible for anyone to accurately estimate a project.
LiquidPlanner is able to work with uncertainty rather than forcing you into committing to task durations. It uses ranged estimates instead of single point estimates to create task durations. It also features a patent-pending scheduling engine, which applies probability to each task in the schedule. This allows you to make more accurate guesstimates about when things are going to end.
It is not enough to update progress using the standard percent complete approach. Each time you update progress, you need to re-estimate how long it will take. This will allow you to make better predictions about when things will be finished. However, you must also keep an eye on what your colleagues are doing. If they keep repeating “two more days, just another two days”, but never getting any closer to completion, then it is time to recognize the warning sign. You can also do that with percent complete. I remember working with someone who claimed everything was 80% complete regardless of how much he had done.
The fuzzy durations on the LiquidPlanner Gantt charts are my favorite feature. The task bars fade at their ends to indicate that tasks have ended, but not fix a milestone. Bruce also showed me that dependencies don’t need to be included when working with resources. LiquidPlanner knows that Bob cannot do six tasks in one day and schedules them one after another. It’s time-based planning, not effort-based planning. But that’s okay. After all, that’s how most people do it and how most stakeholders want it. Drag and drop the task until Bob is working on it.

It is not clear if your project sponsor will be able to understand fuzzy durations and how to calculate time using probability engines. It will be helpful if your project sponsor consistently removes the contingency that you have so carefully planned and added in. If you feel that you have to add a contingency task, it is possible.
LiquidPlanner has MS Sharepoint-style collaboration. It also acts as a document repository. This is because projects are social activities and getting people to collaborate is a challenge that pays off when done well. Social networking tools have not been incorporated into project management tools. Although I have written about project blogs before I was unsuccessful in finding a wiki that I could use for my current projects. LiquidPlanner takes some of the Web 2.0 concepts, and applies them to the traditional project management world. This is a good thing. It will be difficult to place this document repository or collaboration tool alongside another one if your company uses it. Although you can link to documents stored on other web-based systems, who would want to switch between them? It’s better to do the whole thing.

Let’s pretend: Project management software adoption with user persons

Steve Ballard, who is currently the director of user experience at Workfront project management software company, says that “the role of director of customer experience is quite new.” It’s not new in consumer software. The product must sell itself, so the focus should be on products that are useful.
Software you use at work has a sales force that can sell, support, and explain it. Ballard explained that the shift to focusing on user experience in workplace software is because users expect the exact same thing from office tools as they do from home.
He says, “People expect software to be useful.”
Useful software
Workfront is committed to producing useful software. Workfront members went out to live with customers in their offices this year to learn how the software was used. The results of this research were the inspiration for the new version of their project management tool.
Before they arrived at the offices, the Workfront men interviewed each other to discover who their users were. They then visited 20 companies in the U.S. to confirm or deny their theories.
Ballard says, “We talked with people with different roles.” “We spoke to team members, project managers, and executives, so we talked to about 60 people. We tried to live with people a bit – it’s a kind of anthropology.
Visitors sat at the desks of project management software users to learn how they use it. To ensure consistency, Ballard was present for all visits.
The team visited large and small companies as well as a variety of industries, including manufacturing and pharmaceuticals.
Ballard states, “We thought that we would face unique challenges in different industries. But we weren’t.” “They all struggle with similar things.” We now know that we can make Chris happy and all end users happy if we can do that.
Designing for fake people
“Chris” is a fictional character, the archetypal user of project management software. Ballard explains that designing for one person is much easier than designing for a diverse group.
He says, “We created user persons – fictional people.” The Workfront team created profiles for three fictional users: Chris, a member of the project team and software end user, Jen as a manager, and Mark as a project executive. Ballard says that no one focused on the team member for obvious motives. “The main user of software is not the software buyer on a daily basis. Chris is crucial to the success and growth of Workfront software within any organization.
Workfront site visits revealed that project managers force their users to (shock, horror!) enter data into a project management software tool. Their users must input data into project management software tools.
Stream, the latest version of Workfront software, tries not to do that. “Stream’s approach is to understand Chris’s goals and give him something that will help him be responsible for his work and have control over it. This solves the adoption issue, which is a problem for all software,” Ballard says.
He says that project managers face a major problem when they have to deal with ‘garbage out, garbage in’. When they have concerns about the quality of the data, project managers find it difficult to trust the software’s outputs. Stream addresses this issue by empowering the end user by allowing them to set their own dates.
Ballard says, “If we can achieve Chris’s goals we can get data into our system for project managers.”
Actionable usability
Ballard says that “some customers got it”, although he admits that it was more difficult to sit down with customers than non-customers. Workfront’s usability task force visited companies that don’t use their software to make sure they weren’t just “designing.”

Project Management Lessons

My experience shows that most project managers believe they could learn more from lessons learned. While we all know that recording lessons learned is essential to ensuring that future projects go smoothly, most project managers don’t feel they do this well.
It’s not surprising that managing lessons learned on a project is difficult.

What are the Lessons Learned
The Lessons Learned Process
How to capture lessons learned1. Post-project reviews
2. Team meetings
3. Lunch and Learn sessions
4. One-to-one meetings
5. Wikis/Software

Templates from Lessons Learned
Project Lessons Learned Examples
Use Lessons Learned from New ProjectsImprove your skills as you go
And make improvements for the future

What are the Lessons Learned
Because you learn from the past, lessons learned can help you manage projects more effectively. The idea behind lessons learned is that you won’t repeat the same mistakes.
The Lessons Learned Process
Lessons learned are easier than you might think.
Discuss what worked and what didn’t.
Please share this information with your team.
Take action.

This last part is crucial, and I’ll get to it in a moment.
How to Capture Lessons Learned
How can you share the lessons learned? There are many ways to share what you have learned about your project with the PMO, project managers, and teams.
Here are five ways you can try.
1. Post-project reviews
Does your project have a scheduled post-project evaluation? Get one now, if not, on yourprojectplan! Talk to your PMO to discuss a standard format for post-project reviews. You’ll find it easier to collect, share, and search the results if everyone does it in a similar manner.
The post-project review provides a formal opportunity for review of what went well and what didn’t. The meeting will provide an opportunity for open and honest discussion about the project. Participants can then take this knowledge with them to their next projects.
You can also share your output with other project team members.
2. Team meetings
To share lessons learned, you don’t need to wait for your post-project review. Make it a regular item on your project team’s agenda.
Ask people to share their week’s learnings. It is important to write it down. Keep track of all responses.
Although there might not be anything worth discussing every week, the act of asking creates an atmosphere where it is expected that lessons will be shared.
This culture promotes organizational learning. It will encourage team members and other managers to openly discuss what went wrong and what can be done better next.
3. Lunch and Learn sessions
These two suggestions are only useful for members of the project team. A lunch and learn session is an open meeting where anyone can attend to discuss a topic.
The ‘lunch” part refers to the fact that most meetings are held at lunchtime. People can bring their own food or have lunch provided. Lunch and learn sessions were either catered sandwiches or pizzas.
This is a great way to reach a wider audience by sharing your lessons learned. You can invite members of other project teams and the wider PMO community along to hear about your project.
4. One-to-one meetings
Take the time to ask your team members, line managers, and other project stakeholders for their lessons learned during one-on-one meetings. You might find that they are more willing to share their feedback with others and that you can pick up some very useful tips.
This is especially true when things don’t go as planned. People are more likely to be happy to share project successes in a group setting, but may be a little more reserved about discussing the negative aspects.

Leadership Toolbox for Project Managers [Book review]

(This post contains affiliate hyperlinks. Please read my full disclosure.
Michel Dion, in his book Leadership Toolbox for Managers, writes that the current project management theory was first developed in the 20th Century, when organizations were based upon the operational model with a few projects. He continues:
This model was appropriate for the 20th century, when the social, technological, and cultural environments were still relatively stable. This model is too simplistic. It assumes that you can spend two years analysing something, three years implementing it, and then close the project by transferring the assets to the operations, which will continue doing the same thing for twenty more years. Today, the context is very different. The world will likely have changed by the time that you’re done analysing and even more by the time that you’re done implementing.
There are enough books that teach us how to use processes. We need guidance on how to use them in the real world. This includes the annoying admin assistant and hidden agendas. This is the world I try and manage projects in. It’s not a perfect situation where everyone follows the best practices (although Michel’s book does conform to the PMBOK(r).
This book is intended to be a practical guide to the skills that you need to lead projects in an imperfect environment. It is similar to Jake Holloway and co’s A Practical guide to Dealing With Difficult Participants. (Read my interviews here, here and here with the authors.
Michel also said:
It is dangerous to assume that all issues are related to tools and techniques. This is an oversimplification of the problem. This view says that you can achieve success if all processes are implemented correctly and fully.
Because success is guaranteed when you follow a process… surely no one with any leadership experience or project management would still think that people are irrelevant in all of this.
These are the 5 leadership qualities that you need
Chapter 4 is the only chapter that contains any substantive information about leadership. The first sections are all about setting the scene and laying the groundwork. Michel says these are the qualities of a leader.
Agility
Curiosity
Optimism
Communication
Continuous improvement.

As you may know, I’m happy with the results so far, but continuous improvement is a nice addition to this list.
As a leader, look after yourself
The best thing about this book was the fact that it included the parts about being human at the beginning. It discusses wellness as a theme for leaders, and not as an afterthought at the end.
Michel laments the busyness of our jobs, but he says we must take care of ourselves. He also suggests getting enough sleep.
Michel believes leaders should be judged on their results, not hours worked. I agree with him. He says that your success in the job is ultimately determined by your actions, decisions, and results.
Today, project management is even more important
Michel says that project management is used to manage more tasks within an organization and more important things. This makes it even more important than the connection with strategy and leadership.
New research on leadership
Chapter 11 contains Michel’s survey results about leadership. It asked for narrative responses so I cannot summarize it for you with statistics.
It also includes a list of the most common challenges, which are:
Stakeholder management
Effective meetings
Ability to take timely and effective decisions
Interaction with senior management
Delegation
Time management
Management of contracts
Understanding politics in an organization.

I expect you to recognize some, if certainly all of these challenges.
It’s not a toolbox.
The title

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