2017年度 NA-LIM & Global Congress 参加報告...Strategy Development 22 Portfolio Mnagement 7 Strategy Implementation 22 Schduling and Resource Management 4 Disruptive Trend 17

PMI日本支部理事

麻生重樹

2017年度NA-LIM & Global Congress

参加報告

©PMI Japan Chapter & S.Asou , 2017. Copyright and all rights reserved.

開催日

NA-LIM 10月26日～28日（AM)Global Congress 10月28日～30日（今年は、初の試み半日Overlap）

開催場所

シカゴ McCormick Place

参加者

奥澤会長（NA-LIMのみ）片江副会長（NA-LIMのみ）麻生


全体所感(1)

➢ NA-LIM（North America Leader Institute Meeting）は本部の最新動向ならびに本部ならびに各Chapterの幹部と交流を深め、日本支部活動を本部に紹介する場として、また、本部動向をForum等でも講演していただくための足掛かりとして、日本支部にとって非常に有意義な場です。

➢ NA-LIMは基調講演と各国代表の支部運営に関して研究されている内容の発表としてのコンカレント（同時並行）セッションがあります。一方でGlobal Congressは、基調講演の他コンカレントセッションとして各国支部で研究されている最新のプロジェクトマネジメントに関する研究成果の発表（今年はAgileが多かった）が中心という特徴がある。支部運営上のテーマは、国や地域によっておかれている環境は異なっても、日本支部運営上参考になる点は多々あり、取り入れていく予定です。

➢ Global動向をトレンドの定点観測して、PMI日本支部の運営に反映していくとともに、この情報を支部から会員の皆様ならびに会員企業の皆様に継続的に発信することで皆様のさらなる発展につながる情報を継続的に提供していきます。


全体所感(２)

➢ Region9の各Conference同様、女性の参加者が多い（約半数）。また、年齢層も比較的若手（30代後半から40代あたりか？）が多く、非常に積極的で、Keynote含む各SessionやLunch Table等で隣通しでの自己紹介ならびにネットワーク構築も盛んに実施されています。

➢働き方改革が声高に叫ばれているものの、日本ではまだまだ業務による拘束時間が長く、また、通勤時間が長いことや、一般的にVolunteer活動に対する理解度が低い傾向を強く感じ、政府主導の働き方改革に合わせて活発化させていきたいと考えています。

Breakfast Networking等の会場同じテーブルについたPortland支部とMontreal支部メンバーと

Cofee BreakPakistanとDenmarkからの参加者


NA-LIM

基調講演会場の様子


初日は朝7:30よりLIM初参加者のためのオリエンテーションがあり参加しました。右下は同じテーブルのメンバーでの記念写真

初参加者のためのオリエンテーション


PMI本部 BoradのWagner Maxenによるオープニングメッセージ

今回は、56か国238Chapterから1,053人参加という紹介とともに、PMI Globalの会員数等は着実に増加していることが紹介されました。

オープニング(１)


続いて、PMI ChairのMark DicsonからPMIの目指す方向性として変化の時代に何をすべきか？また、変化しないこと並びに今後考慮していかなければならないことは何かについてが紹介されました。

オープニング(２)


PMI戦略の３本の柱･Strategic Focus･Customer Centricity（顧客中心）･Organizational Agility（組織的な俊敏性）

オープニング(３)

戦略の詳細については、P.25にPMI本部発行の記事（英文）の当該部分掲載しているので、英文ですがこちらもぜひご覧ください。

方向性に続いてPMI戦略の３本の柱の紹介がありました。


開催地 Chicago Chapter会長による支部紹介Chicago Chapterは今年設立40周年中期計画（2016~2018）は･Develop Existing/Future Leaders･Focus on Value-Added Programs･Reaching the Un-Reached

の３本柱です。

オープニング(４)


基調講演（Derreck Kayongo）

祖国Ugandaから奨学金をもらって米国に来た時に、Ugandaでは貴重な石鹸が米国のホテルでは雑に扱われているのに衝撃を受けるとともに、そこにビジネスチャンスを見出し成功した体験談に基づく講演で、ビジネスチャンスはどこにでもあるということを、あらためて感じさせる講演でした。


基調講演（Carey Lohrenz）

U.S.Navyで初の女性F-14 Tomcat Fighter Pilotによる講演で、ポイントは２点・リスクを取らないことが最大のリスク・暗闇が怖いのではない。光を恐れた時が怖いのだという講演内容でした。


参加したセッション・What Got You Here Won’t Get You There: Engaging the 21st Century Project Manager ・Meet Them at Home: Reinventing Professional Development Offerings for Your Chapter ・Reflections on the History of Project Management and PMI・How to Make PMI More Attractive for Students and the Younger Generation: A Case

Study by the PMI France Chapter・Executing a Successful Virtual Meeting: A Case Study by the PMI Kentuckiana Chapter・Transforming Your Board’s Transition Process: A Case Study by the PMI Buffalo, NY

Chapter・Get Social: Effective Social Media Strategies for Chapters

所感・AP-LIM同様支部運営に関わるテーマが大半（テーマ一覧は末尾）・先進国の事例もあり参考にできる取り組みがある・事前に支部の特性（規模の推移や地政学観点等）を調査したうえで、支部間の交流を深めることで有効に活用していきたいと考えています。

Concurrent Session


Networking 他

本部BoardのWagner Maxenと

CEOのMark.A.Langreyと

本部BoardのThomas Walentaと

中央は、1968年にPMI

発足時の５人の１人James R. Snyder

左端はRegion9 Mentor

兼日本支部監事の神庭氏

宿泊したホテルの前の朝6:50頃（この時間に出発）

正面奥の高層ビルはTrump Tower


タイトルの羅列PDUバランス所感

Networking



オープニング

初の試みでNA-LIMと半日重複させてことで、この半日は、60か国以上から3000人以上の参加者でした。


基調講演（Sir Tim Berners-Lee）

NA-LIMのClosingとGlobal CongressのOpeningを兼ねたKeynoteWorld Wide Webの発明者からの講演


Concurrent Session

Sub Topics 回数 Sub Topics 回数

Talent Management 42 Project Management in a Global Economy 16

Orgaizational Aglity 31 Benefirt Realization 15

Managing Project and Program Complexity 29 Change Management 14

Innovation 25 New Reseach 12

Methodology 24 Risk Management 10

Agile an Hybrid Approaches to Manageing Projects 23 Business Analysis 9

Strategy Development 22 Portfolio Mnagement 7

Strategy Implementation 22 Schduling and Resource Management 4

Disruptive Trend 17 Sustainability 3

Konwledge transfer 16 Introduction to PMO 1

Key Note Speech以外は、10強の会場に分かれ合計107種類のSessionが同時並行で実施されました。プログラムに記載された複数のSUB Topicsをカウントした結果は、以下の通りです。プレゼンテーマも魅力的なタイトルがつけられている。（全タイトルとSub TopicsのMatrixは末尾参照）


「女性役員ゼロ」総会で反対票を米助言大手が推奨

機関投資家に株主総会の議決権行使を助言する米グラスルイスは2019年から、日本の主要上場企業に女性の役員起用を求める。候補者を含め女性の取締役や監査役がいない企業の総会では、会長もしくは社長の選任議案に反対票を投じるよう投資家に推奨する。同社は海外投資家の議決権行使に影響力を持ち、日本企業の女性登用の流れを後押ししそうだ。（日経新聞2017年11月30日付け記事より）

来年度の本部Boardメンバー紹介

Chair, Vice Chaiｒともに女性が選出されました。これも時代の流れなのでしょう。Chaiｒ : Cathy La Tona , Vice Chair : Jenifer Tharp


来年度の開催（予告）

来年は、Los Angelsでの開催

日程 NA-LIM 10/4~6Global Congress 10/6~8

SessionでLos Angels ChapterFerlicius Martinez (VP Profession Division)Anju Jafariと知り合いになり、日本のAnnual Reportを渡して日本の紹介を実施。

8 PMI STRATEGIC PLAN | 2017

OUR ROADMAP AND STRATEGIC OBJECTIVESPMI has chosen a three-pronged strategy: the Institute will sharpen its strategic focus, build-out capabilities to be customer-centric, and reorganize to become agile.

The following strategic objectives are those that will help PMI achieve its long-term vision:

Strategic FocusPMI has decided to narrow the institute's focus from three markets (academic, organizational and practitioner) to one: the individual. Going forward, PMI will offer project professionals all the skills they need to advance in their project management careers.

This focus creates the opportunity to serve our core customer in a more substantive and integrated manner. We will prioritize our work to achieve the following strategic objectives:

� EXIT NON-PRIMARY PRODUCTS AND MARKETS As PMI has chosen to focus on the individual, it needs to reassess its portfolio of offerings and decide which products it will retire, and which markets it will exit.

� DEVELOP AND OFFER SEGMENT-SPECIFIC VALUE PROPOSITIONS PMI’s stakeholder and customer base has evolved dramatically over the years and the Institute serves a diverse group of professionals. To effectively serve these professionals, PMI needs to understand what type of segments exist among its customers. This requires a thorough assessment of which segments PMI will serve and what value propositions it needs to develop. The identified value propositions will be developed organically, through partnerships or through acquisitions.

� TRANSFORM DIGITAL CAPABILITIES Most PMI stakeholders and customers interact with the Institute through online channels. PMI will invest in resources to build the digital capabilities needed to acquire, serve, and retain customers. This also requires significant investments in data and IT infrastructure in order to accommodate the increasingly rich two-way conversations with customers and harvest insights into their wants and needs.

PMI STRATEGIC PLAN | 2017 9

Customer Centricity Customer centricity is about gaining a deep understanding of our primary customers so we can improve what we offer, how we offer it, and when we offer it to them. That requires us to put the customer at the forefront, deliver consistently high-quality experiences irrespective of how they interact with us, and be relevant and valuable throughout our customers’ careers.

It is important for PMI to recognize that everyone has different needs at different points in their career. That doesn’t necessarily mean that our customers know what they need to do. As a professional association focused on careers, PMI will be more proactive with our customers to help them identify which products and programs can help them distinguish themselves in a meaningful way and achieve success for themselves and their employers. PMI will focus on the following three objectives to increase its customer centricity:

� STRENGTHEN AND INTEGRATE SENSING, RESPONDING, AND PARTNERING CAPABILITIES PMI will strengthen and integrate how it collects, interprets, and makes sense of information to develop offerings that will address the needs of the project management consumers (organizations) and individuals. These insights, and the partnerships we form, will enhance the relevance PMI has with professionals. PMI has pockets of sensing and partnering capabilities, but will act in a more concerted fashion going forward.

� DEVELOP END-TO-END EXPERIENCES THAT CONSTANTLY EVOLVE, IMPROVE, AND ENDURE PMI will leverage technological capabilities as well as digital and physical platforms to enhance its understanding of stakeholders and customers, what they respond to, and how we can encourage more engagement.

� TRANSFORM PMI’S CULTURE TO ENCOURAGE LEARNING, OWNERSHIP, AND CUSTOMER CENTRICITY PMI will implement staff training and development programs to increase staff understanding and skills in customer centricity and commercial excellence.

Organizational AgilityOrganizational agility is about improving PMI’s ability to identify and respond to emerging opportunities. This involves establishing quicker decision cycles, developing new staff capabilities, aligning teams across segments, integrating the voice of the customer, managing risk, and sourcing new business capabilities.

Applying organizational agility will allow PMI to capture opportunities quicker than our competitors and be better prepared for the market challenges and economic uncertainties of the future. PMI needs to organize for success and hire and retain highly capable people to compete. The Institute will focus on these four strategic objectives to increase its organizational agility:

� LEVERAGE ALLIANCES AND PARTNERSHIP TO SPEED UP TIME-TO-MARKET PMI will enter alliances and partnerships to increase its share in existing markets, penetrate new markets and customer segments, access new products /value propositions, enhance analytical capabilities, and reduce business and operational risks.

� INCREASE PRODUCTIVITY PMI will review its own internal work productivity with the goal of decentralizing decision authority and increasing productivity and agility.

� STREAMLINE PROCESSES AND WORK PMI will assess its processes and simplify them to remain lean and agile. In addition, PMI will also eliminate unproductive tasks and initiatives that are not helping the organization to achieve its aspiration.

� MAINTAIN NIMBLE PLATFORMS PMI will maintain nimble business system platforms that enable the Institute to adapt to and lead the evolution of the market and profession.

Global Congress Session Title Sub Topics

Agile an H

ybrid

Approaches to

Manageing P

rojects

Benefirt R

ealization

Business A

nalysis

Change M

anagement

Disruptive Trend

Innovation

Introduction to PM

O

Konw

ledge transfer

Managing P

roject and

Program

Com

plexity

Methodology

New

Reseach

Orgaizational A

glity

Portfolio M

nagement

Project M

anagement in a

Global Econom

y

Risk M

anagement

Schduling and Resource

Managem

ent

Strategy Developm

ent

Strategy Implem

entation

Sustainability

Talent Managem

ent

#322GCBrand New, Brand You: Creating and Promoting

Your Personal Brand1 1 1 1

#325General Session and Keynote Speaker:

Sir Tim Berners-Lee ? “A Look into the Future of Tech”1 1 1

#328The Art of Teaching: Moving from Practitioner into the

Academic Arena1 1 1

#329Building the (I)IoT Experience of Now, the Future, and

Beyond: The (I)IoT Experience Center1 1 1

#330Proven Techniques to Successfully Integrate Risk

Management into Agile Projects1 1 1

#3314th and Goal: Having a Game Plan to Avoid Last Minute

Heroics1 1 1 1

#332Leveraging Automation in Your Project Management

Workflow1 1 1

#333Reclaim Your Quality Leadership Role?New Practices for

Project Teams1 1 1

#334Project and Program Management Communities?How

Sharing Best Practices Can Lead to Success1 1 1

#336How NASA/JPL and Other FFRDC’s Prioritize and

Manage Their Annual Plan/Portfolios1 1 1 1

#337Red Pill/Blue Pill: Design Thinking Applied to

Project Management1 1 1

#338 Becoming a Holistic Agent of Change 1 1 1

#339 Tools of Engagement 1 1 1

#340Balanced Project Management with Kanban: Maximum

Control, Higher Predictability, Less Stress1 1 1

#345Help! Together We Will Resolve Three Major Problems

With a Troubled Project1 1 1 1


Agile an H

ybrid

Approaches to

Manageing P

rojects

Benefirt R

ealization

Business A

nalysis

Change M

anagement

Disruptive Trend

Innovation

Introduction to PM

O

Konw

ledge transfer

Managing P

roject and

Program

Com

plexity

Methodology

New

Reseach

Orgaizational A

glity

Portfolio M

nagement

Project M

anagement in a

Global Econom

y

Risk M

anagement


Managem

ent

Strategy Developm

ent

Strategy Implem

entation

Sustainability

Talent Managem

ent

#346Six Secrets to Stakeholder Management and Project

Success1 1 1

#351Use Project Anxieties to Build Emotional Intelligence

Like Washington, Lincoln, and Churchill1 1 1

#352PM Booster Pack: Bringing “Sully” to Simulation for

Hiring and Experience Acceleration1 1 1

#353Looking Beyond Culture: Success Factors for

Collaborative Cross-Border Multiparty Projects1 1 1 1

#354 Design Thinking and Project Management 1 1 1

#355When the Organization Thinks They’re Running Too Fast

to Use Project Management1 1 1

#356 Crossing the Finish Line: How a New PMO Made History 1 1 1

#357The Battle for Hybrid Cloud Computing at NASA’s Jet

Propulsion Lab1 1 1 1

#358The Agile Practice Guide: Advancing the Mind-Set,

Supporting the Practice1 1 1

#359Tailoring Your Delivery Approach?Traditional, Agile,

Blended? To Ensure Project Success1 1 1 1

#360Transformational Leadership: The Key to Successful

Organizational Change Initiatives1 1 1

#361How to Make Better Choices for You, Your Team, and

Your Projects1 1 1

#362Evolving Agile Leadership at Riot Games: A Story of

Challenging Convention1 1 1

#363Hackathon: How to Kick-Start Your Organization’s

Creativity1 1 1

#364 Hands-on Lab: Project Effectuation 1 1 1


Agile an H

ybrid

Approaches to

Manageing P

rojects

Benefirt R

ealization

Business A

nalysis

Change M

anagement

Disruptive Trend

Innovation

Introduction to PM

O

Konw

ledge transfer

Managing P

roject and

Program

Com

plexity

Methodology

New

Reseach

Orgaizational A

glity

Portfolio M

nagement

Project M

anagement in a

Global Econom

y

Risk M

anagement


Managem

ent

Strategy Developm

ent

Strategy Implem

entation

Sustainability

Talent Managem

ent

#402

General Session and Keynote Speaker: Nicholas Epley ?

“Mindwise: How We Understand What Others Think

Believe, Feel, Want”

1 1

#403 Hands-on Lab: Deep Dive into the Agile Practice Guide 1 1 1

#404Project Manager Survival Kit for Small- and Medium-

Size Organizations1 1 1

#405 Hey! I Got Your Capitalization Right Here! 1 1 1

#406Product Education Session: Workfront ? Cat Herding

101: How to Fix Broken Project Management Processes1 1 1

#407Organizing for Projects: At the Crossroad of Benefits

Management and PMO1 1 1 1

#408Are You Secure? The Role of the Project Manager in

Cybersecurity Efforts1 1 1 1

#409 Hands-on Lab: Facilitating Effective Brainstorming Sessions 1 1 1

#410Decision Making with Risk-Based Project Value (RPV)

Analysis and Activities’ Value Contributions1 1 1

#411A Lean Six Sigma Approach to Project Management

Competency Development1 1 1

#412Leading Without Authority?The Project Manager’s

Dilemma1 1 1

#413Winning! Using Improv Games to Improve Facilitation

with Teams1 1 1

#414 Waterfall and Agile and Lean, Oh My! 1 1 1

#416Product Theater: Becker ? Business and Career Impact

of PMPR and Lean Six Sigma Leadership Skills1 1 1

#417Product Theater: Sciforma ? Planning and Delivering

Value with an Agile PPMO1 1 1


Agile an H

ybrid

Approaches to

Manageing P

rojects

Benefirt R

ealization

Business A

nalysis

Change M

anagement

Disruptive Trend

Innovation

Introduction to PM

O

Konw

ledge transfer

Managing P

roject and

Program

Com

plexity

Methodology

New

Reseach

Orgaizational A

glity

Portfolio M

nagement

Project M

anagement in a

Global Econom

y

Risk M

anagement


Managem

ent

Strategy Developm

ent

Strategy Implem

entation

Sustainability

Talent Managem

ent

#418Product Theater: Scaled Agile ? Opportunities for Project

Managers in the Lean-Agile Enterprise with SAFe1 1 1

#419Product Education Session: Microsoft ? VOC ? Managing

Your Product Lifecycle Using Microsoft Project Online1 1 1

#420Six Agile Experts Go into a Bar…Hours Later What

Emerges?1 1 1

#421 Project Management: Anytime, Anywhere! 1 1 1

#422 PMI Project of the Year Panel 1 1 1 1

#423Respect Culture or Face Failure: Leadership Lessons

from Four Continents1 1 1

#424Leadership Lessons We May Have Learned…

But Might Have Forgotten1 1 1

#425Fire Prevention 101: Four Traps that Keep You Fighting

Fires1 1 1

#426How to Use Agile Program/Portfolio Tools to Increase

Project Health1 1 1 1

#427Agile Business Analysis Practices using The PMIR Guide

to Business Analysis1 1 1

#428Is Uncle Sam the Solution to Your PM Talent Gap?

Win the Global Talent War with Veterans!1 1 1

#429The Art of Teaching: Project Management Education at

the Graduate Level1 1 1

#432The Art of Teaching: Project Management Education at

the Graduate Level1 1 1

#434 New Rules for Building Engaged Teams in a Digital Age 1 1 1

#435 Hands-on Lab: Effective Process and Tool Identification 1 1 1


Agile an H

ybrid

Approaches to

Manageing P

rojects

Benefirt R

ealization

Business A

nalysis

Change M

anagement

Disruptive Trend

Innovation

Introduction to PM

O

Konw

ledge transfer

Managing P

roject and

Program

Com

plexity

Methodology

New

Reseach

Orgaizational A

glity

Portfolio M

nagement

Project M

anagement in a

Global Econom

y

Risk M

anagement


Managem

ent

Strategy Developm

ent

Strategy Implem

entation

Sustainability

Talent Managem

ent

#436Leading During a Disaster: Lessons Learned from the

2016 Louisiana Flood1 1 1

#437You Can Trust Me: Communicating When Nobody Can

See Your Face1 1 1

#438Mining for Diamonds?A Global Case Study in Maturing

Project Management Skills1 1 1 1

#439Artificial Intelligence and Project Management: Better

Together1 1 1

#440 Optimizing Agile Teams with Business Chemistry 1 1 1

#441Not Your Mama's Acceptance Criteria: A Guide to

Writing Excellent User Stories1 1 1

#443Project Manager Insights: An Analysis of Career

Progression1 1 1

#445 The Necessary Culture for Soaring Performance 1 1 1

#446Business Chemistry! Using Science to Enhance

Leadership Skills and Team Collaboration1 1 1

#447From the Group Up, Building PMO Alignment with

Mayo Clinic’s EPMO1 1 1 1

#448Through the Ages?Leveraging Stoic Philosophy for

Today’s Toughest Project Environment1 1 1

#449Adapting Best Practices in Project Leadership to Ensure

Your Projects are Successful1 1 1

#450Project Managing Agile Development: An IT Services

Vendor Perspective1 1 1

#451The Digital Future and You: The Project Manager in

Times of Disruption1 1 1 1

#501Learn from a Toastmaster! Grab Attention and Persuade

with Power by Tuning Your Presentation Skills (#335)1 1 1


Agile an H

ybrid

Approaches to

Manageing P

rojects

Benefirt R

ealization

Business A

nalysis

Change M

anagement

Disruptive Trend

Innovation

Introduction to PM

O

Konw

ledge transfer

Managing P

roject and

Program

Com

plexity

Methodology

New

Reseach

Orgaizational A

glity

Portfolio M

nagement

Project M

anagement in a

Global Econom

y

Risk M

anagement


Managem

ent

Strategy Developm

ent

Strategy Implem

entation

Sustainability

Talent Managem

ent

#502 Hands-on Lab: Writing Excellent User Stories 1 1 1

#503A Strategic Approach to Project Monitoring and

Controlling1 1 1 1

#504Selection of the Right Projects for Portfolios Using

Optimization and Stochastic Techniques1 1 1

#505Millennial Project Managers: Getting Results without

Formal Authority1 1 1 1

#506 Curbing My Violent Communications 1 1 1

#507I See What You Are Saying: How to Communicate Better

Visually1 1 1

#508Artificial Intelligence and Project Management: Better

Together1 1 1

#509The Project Manager’s Guide to Managing the Difficult

Sponsor1 1 1

#510Agile and Design Thinking, the Perfect Pairing for a

Successful Project1 1 1

#512Career Series: GallupR StrengthsFinder Coaching?

Applying Your Strengths to Build Productive Teams ?1 1 1

#513 Hands-On Lab: Shaping Agile Transformation 1 1 1 1

#514 Hands-on Lab: Influencing Stakeholders 1 1 1 1

#515

Product Education Session: KeyedIn Solutions, Inc. ?

Modeling Project and Resource Scenarios to Deliver

Optimal Value

1 1 1

#516New Kids on the Workforce Block: Understanding

Generation Edge1 1 1

#517 Creating an Enterprise Culture of Project Management 1 1 1

#518The Project Manager’s Need to Analyze Perceived

Precursors for Customer Satisfaction1 1 1


Agile an H

ybrid

Approaches to

Manageing P

rojects

Benefirt R

ealization

Business A

nalysis

Change M

anagement

Disruptive Trend

Innovation

Introduction to PM

O

Konw

ledge transfer

Managing P

roject and

Program

Com

plexity

Methodology

New

Reseach

Orgaizational A

glity

Portfolio M

nagement

Project M

anagement in a

Global Econom

y

Risk M

anagement


Managem

ent

Strategy Developm

ent

Strategy Implem

entation

Sustainability

Talent Managem

ent

#519Learning from Air Crashes: Insights to Manage Global

Cross-Cultural Teams1 1 1

#520Do You Think You are a Good Listener? Let Us Surprise

You!1 1 1

#521Will Adderall Become the Next Hottest Project

Management Tool?1 1 1

#522 Is the Future of Project Management #noprojects? 1 1 1

#523 The Future of IT: Agile for IT Infrastructure 1 1 1

#524Emotional Intelligence: From Chocolate to

Videoconferencing, EI Tools for Smoother Projects1 1 1

#525Business Requirement Techniques for Delivering Value

While Controlling Scope1 1 1 1

#527Hands-on Lab: Writing Business Objectives and

Quantifying Feature Value1 1 1 1

#528Decision Making with Risk-Based Project Value (RPV)

Analysis and Activities’ Value Contributions (ENCORE)1 1 1

#529 A Disaster of Titanic Proportion: How the Team Survived 1 1 1

#530Leading “Near” When Far: Communicating as Leaders of

Global and Virtual Teams1 1 1

#531The Language of Leadership: Communication Secrets of

Great Leaders1 1 1

#532Agile and Waterfall: Achieving Organizational Agility by

Leveraging the Best of Both1 1 1

#533 What Does Your Project Management Style Reveal? 1 1 1

#534 Stakeholders?The Ultimate Key To Project Success 1 1 1 1

#535Agile Transformation as a Strategic Program for the

Entire Corporation1 1 1 1

23 15 9 14 17 25 1 16 29 24 12 31 7 16 10 4 22 22 3 42

Documents

2017年度 NA-LIM & Global Congress 参加報告...Strategy Development 22 Portfolio Mnagement 7 Strategy Implementation 22 Schduling and Resource Management 4 Disruptive Trend 17