PMI-DHC's Monthly Newsletter - April 6, 2018 - Volume 2, Article 8


Today is the last day to register for the Spring Mentorship Program. This is an exciting time to join the NEW and IMPROVED Mentorship Program. NEW and Improved because we’ve designed a shorter (4 month) and streamlined approach, specifically designed to support busy professionals like you.  

To learn more or register- click here!

The Simple Art of Complex Thinking – An Integrative Approach to Motivating Project Teams
Join us for a presentation by Neil Gonçalves and Dr. Michael Bruder.
The presentation will explore the challenges of motivating project teams utilizing an integrative approach that draws upon the theoretical frameworks of leadership, project management and game theory. We will utilize an outcomes based approach to team motivation that balances the principles of Rational Self Interest (RSI) with the organizational need to demonstrate a Return on Investment (ROI).  
In the presentation, Neil and Michael will critically examine the organizational landscape through the lens of game theory to situate personal motivation in the project environment. They seek to juxtaposition how the individual is reflected in the process and outcome of the project with the organizational need to manage deliverables. The speakers seek to contribute to the discourse on fostering healthy and productive work environments.

Thursday, Apr 19th 2018 6:30PM - 9:00PM

McClean Community Centre, Banquet Hall 
95 Magill Drive, Ajax, ON, L1T3K7

Register Here                                                           



20 Fundamental Truths of Successful Projects

I have been around a long time in the project management profession—longer than most.

(Read: Old guy.) I have had some failures and a lot of successes. Listed below are 20 fundamental truths that stand out from my experiences. Although the focus is on the project manager, you will see that many of the lessons also apply to the business analyst and her or his team. Ignore this foundational guidance at your own risk.


You Must Be a Project Manager if You Like Swiss Cheese
A few weeks ago, a stakeholder at work was complaining how we, the general, all-encompassing WE, project managers could never be happy with simply doing anything and that everything requires documentation. The source of his complaint: why would we need to spend any time sitting and writing up a list of assumptions in a log and on top of that maintaining that log throughout the project? My guess for his concern was that he had just come out of a working session for a new project coming on-line.