Dr Rumesh Kumar is a certified project management professional, a certified professional trainer and performance improvement consultant specializing in the areas of leadership development, continual productivity improvement and enhancement of interpersonal skills.
Knowledge broadly refers to what is known. On a personal level, it refers to a fluid
mix of framed experiences, values, contextual information, and intuition that a
person has. This knowledge provides an environment for evaluating and
incorporating new experiences and information. Previously acquired knowledge is
the basis for learning. Learning in turn leads to acquisition of more knowledge.
Project risk management covers many aspects. One of them is the development
of a risk response strategy. Developing a risk response strategy for projects is
tedious, time consuming and laborious. It takes a toll on project managers and
project team members. It consumes a lot of time to identify, analyze and
develop risk response strategies. Despite doing this, projects still fail. Why is this
so? This article seeks to share some insights that address this question.
Most reference to leadership is made in the light of good leadership. What traits a good leader
has, what behaviors the leader exhibits and how such a leader should adapt to different
situations. Little is explored in the context of toxic leadership, which erodes humanity and
brings destruction. This article explores what it is, why it prevalent and more importantly why
it allowed to rear its ugly head.
At some point of your career, you may want to consider validating your vast experience in past projects conducted by getting some sort of project management certification. One of the most sought after and widely recognised certification worldwide project management certification is The Project management Professional (PMP)® certification, administered by the Project Management Institute (PMI)®.
What Is PMI® and the PMP®?
In 1969, the Project Management Institute (PMI)® was founded “to provide a means for project managers to associate, share information, and discuss common problems.” PMI® is now the leading non-profit membership association for the profession of project management and has grown to become a resource for 2.9 million professionals worldwide.
We are truly now in the Knowledge Age, way past the Information Age. Faster information processing
has become less important compared to developing intelligence systems that will shape our future.
The technological advancement in robotics has been phenomenal and so has the advent of artificial
intelligence which has been spurred on by the concept of advanced robotics as well as the “Internet
of Everything”. These are exciting times where we are witnessing phenomenal growth in human
capability and expertise.
Malaysians of all walks of life are appalled at the tragic loss of life, yet again, due to negligence at a very grand scale. Ms Chin Khoon Sing, 24 tragically lost her life when a hook weighing almost a ton because detached from a crane and fell onto her car that was stalled in a traffic jam in Kuala Lumpur. This is not the first incident of cranes falling causing death and damage, nor will it be the last.
The emergence of scrum as an alternative approach to managing projects has been bewildering. It started off as a methodology suited primarily for the IT industry but has now been touted as the mainstay of project management in an increasingly turbulent business environment. So what is “scrum” and why is it gaining such rapid popularity? This article aims to shed some light towards answering this question.
The results of the Brexit vote sent reverberations throughout the geopolitical and economic spectrum in the UK as well as in Europe. A referendum originally intended to silence euro sceptics within political circles turned out to be one that shook the very foundations of British politics. The Tories are leaderless, the Labour is fractured to the core and UKIP suddenly finds itself in unknown territory. Attempting to make sense of the situation will require us to confront three fundamental questions:
People want to be trusted. They want to be trusted to be able to do a good job, provide excellent service, or deliver what they promise. Trust is especially important for stakeholders, who can be anyone who contributes towards work or is affected by the outcome of work done.
Knowledge broadly refers to what is known. On a personal level, it refers to a fluid mix of framed experiences, values, contextual information, and intuition that a person has. This knowledge provides an environment for evaluating and incorporating new experiences and information. Previously acquired knowledge is the basis for learning. Learning, in turn, leads to the acquisition of more knowledge.