�ݺ�ߣshows by User: marcosampietro

�ݺ�ߣshows by User: marcosampietro / http://www.slideshare.net/images/logo.gif �ݺ�ߣshows by User: marcosampietro / Tue, 06 Sep 2011 05:26:14 GMT �ݺ�ߣShare feed for �ݺ�ߣshows by User: marcosampietro Project risk management /slideshow/project-risk-management-9147202/9147202 projectriskmanagement-110906052617-phpapp02
Introductory paper related to project risk management and written by Professor Marco Sampietro and Professor Maurizio Poli . The paper explains the main project risk management phases (process planning, identification, analysis, response, monitoring&control) and presents both the qualitative and the quantitative approach. ]]>
Introductory paper related to project risk management and written by Professor Marco Sampietro and Professor Maurizio Poli . The paper explains the main project risk management phases (process planning, identification, analysis, response, monitoring&control) and presents both the qualitative and the quantitative approach. ]]> Tue, 06 Sep 2011 05:26:14 GMT /slideshow/project-risk-management-9147202/9147202 marcosampietro@slideshare.net(marcosampietro) Project risk management marcosampietro Introductory paper related to project risk management and written by Professor Marco Sampietro and Professor Maurizio Poli . The paper explains the main project risk management phases (process planning, identification, analysis, response, monitoring&control) and presents both the qualitative and the quantitative approach. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/projectriskmanagement-110906052617-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Introductory paper related to project risk management and written by Professor Marco Sampietro and Professor Maurizio Poli . The paper explains the main project risk management phases (process planning, identification, analysis, response, monitoring&control) and presents both the qualitative and the quantitative approach.

Project risk management from Marco Sampietro

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0 Project followership /slideshow/project-followership-9147182/9147182 projectfollowership-110906052507-phpapp02
Introductory article written by Prof. Marco Sampietro, SDA Bocconi School of Management, related to Project Followership, an emerging discipline related to Project Management. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary. ]]>
Introductory article written by Prof. Marco Sampietro, SDA Bocconi School of Management, related to Project Followership, an emerging discipline related to Project Management. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary. ]]> Tue, 06 Sep 2011 05:25:02 GMT /slideshow/project-followership-9147182/9147182 marcosampietro@slideshare.net(marcosampietro) Project followership marcosampietro Introductory article written by Prof. Marco Sampietro, SDA Bocconi School of Management, related to Project Followership, an emerging discipline related to Project Management. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/projectfollowership-110906052507-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Introductory article written by Prof. Marco Sampietro, SDA Bocconi School of Management, related to Project Followership, an emerging discipline related to Project Management. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary.

Project followership from Marco Sampietro

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0 Project followership /slideshow/project-followership/9147101 projectfollowership-110906051749-phpapp01
Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2011. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary. ]]>
Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2011. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary. ]]> Tue, 06 Sep 2011 05:17:47 GMT /slideshow/project-followership/9147101 marcosampietro@slideshare.net(marcosampietro) Project followership marcosampietro Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2011. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/projectfollowership-110906051749-phpapp01-thumbnail.jpg?width=120&height=120&fit=bounds" /> Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2011. Project Followership is a recent Project Management discipline that looks at projects with a bottom up approach. While in fact the vast majority of Project Management publications are targeted to Project Managers, Project Followership considers team members as the key actors. Project Followership is not antagonist to Project Management but it is complimentary.

Project followership from Marco Sampietro

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0 Mood and emotions impact on team performance /slideshow/mood-and-emotions-impact-on-team-performance/9147047 moodandemotionsimpactonteamperformance-110906051246-phpapp02
Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2008. In everyday life mood and emotions are often debated. A single person is well aware of their influence on his/her behavior but when we are in a working setting mood and emotions are often considered as secondary. However, studies indicate that mood and emotions have strong influence on work and team performance. Based on these results mood and emotions are additional variables that should be recognized and managed in order to obtain the desired project outcomes. Positive mood and positive emotions are often considered as related to higher performance and in general this is true, but there is more to say: counterintuitive effects are present too. In addition, if a project manager wants to improve project performance by leveraging mood and emotions, first he/she has to be able to recognize the variables that influence mood and emotions and then he/she has to work on them. ]]>
Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2008. In everyday life mood and emotions are often debated. A single person is well aware of their influence on his/her behavior but when we are in a working setting mood and emotions are often considered as secondary. However, studies indicate that mood and emotions have strong influence on work and team performance. Based on these results mood and emotions are additional variables that should be recognized and managed in order to obtain the desired project outcomes. Positive mood and positive emotions are often considered as related to higher performance and in general this is true, but there is more to say: counterintuitive effects are present too. In addition, if a project manager wants to improve project performance by leveraging mood and emotions, first he/she has to be able to recognize the variables that influence mood and emotions and then he/she has to work on them. ]]> Tue, 06 Sep 2011 05:12:43 GMT /slideshow/mood-and-emotions-impact-on-team-performance/9147047 marcosampietro@slideshare.net(marcosampietro) Mood and emotions impact on team performance marcosampietro Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2008. In everyday life mood and emotions are often debated. A single person is well aware of their influence on his/her behavior but when we are in a working setting mood and emotions are often considered as secondary. However, studies indicate that mood and emotions have strong influence on work and team performance. Based on these results mood and emotions are additional variables that should be recognized and managed in order to obtain the desired project outcomes. Positive mood and positive emotions are often considered as related to higher performance and in general this is true, but there is more to say: counterintuitive effects are present too. In addition, if a project manager wants to improve project performance by leveraging mood and emotions, first he/she has to be able to recognize the variables that influence mood and emotions and then he/she has to work on them. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/moodandemotionsimpactonteamperformance-110906051246-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2008. In everyday life mood and emotions are often debated. A single person is well aware of their influence on his/her behavior but when we are in a working setting mood and emotions are often considered as secondary. However, studies indicate that mood and emotions have strong influence on work and team performance. Based on these results mood and emotions are additional variables that should be recognized and managed in order to obtain the desired project outcomes. Positive mood and positive emotions are often considered as related to higher performance and in general this is true, but there is more to say: counterintuitive effects are present too. In addition, if a project manager wants to improve project performance by leveraging mood and emotions, first he/she has to be able to recognize the variables that influence mood and emotions and then he/she has to work on them.

Mood and emotions impact on team performance from Marco Sampietro

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0 Effect of humor on project management /marcosampietro/effect-of-humor-on-project-management effectofhumoronprojectmanagement-110903110226-phpapp02
Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2007. Humour literature suggests that using or promoting humor during working time can have positive effects. Since projects represent important cost and revenue drivers for companies, it is relevant to understand the impact that humour has on projects. To conduct the analysis, projects have been studied along the main factors that affect their performance. First, the distinction between soft and hard skills has been used, than both dimensions have been broken down. In the soft skills domain, the effects of humour have been studied along these dimensions: leadership, negotiation, motivation, stress management, conflict management, team building, and communication. In the hard skills domain, the impact of humour on process, procedures and tools has been taken into consideration. Based on the existing humour literature, it has been found that both soft and hard skills may often benefit from the use of humour but shortcomings are also present. ]]>
Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2007. Humour literature suggests that using or promoting humor during working time can have positive effects. Since projects represent important cost and revenue drivers for companies, it is relevant to understand the impact that humour has on projects. To conduct the analysis, projects have been studied along the main factors that affect their performance. First, the distinction between soft and hard skills has been used, than both dimensions have been broken down. In the soft skills domain, the effects of humour have been studied along these dimensions: leadership, negotiation, motivation, stress management, conflict management, team building, and communication. In the hard skills domain, the impact of humour on process, procedures and tools has been taken into consideration. Based on the existing humour literature, it has been found that both soft and hard skills may often benefit from the use of humour but shortcomings are also present. ]]> Sat, 03 Sep 2011 11:02:24 GMT /marcosampietro/effect-of-humor-on-project-management marcosampietro@slideshare.net(marcosampietro) Effect of humor on project management marcosampietro Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2007. Humour literature suggests that using or promoting humor during working time can have positive effects. Since projects represent important cost and revenue drivers for companies, it is relevant to understand the impact that humour has on projects. To conduct the analysis, projects have been studied along the main factors that affect their performance. First, the distinction between soft and hard skills has been used, than both dimensions have been broken down. In the soft skills domain, the effects of humour have been studied along these dimensions: leadership, negotiation, motivation, stress management, conflict management, team building, and communication. In the hard skills domain, the impact of humour on process, procedures and tools has been taken into consideration. Based on the existing humour literature, it has been found that both soft and hard skills may often benefit from the use of humour but shortcomings are also present. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/effectofhumoronprojectmanagement-110903110226-phpapp02-thumbnail.jpg?width=120&height=120&fit=bounds" /> Speech held by Professor Marco Sampietro, SDA Bocconi School of Management at the NASA Project Management Challenge 2007. Humour literature suggests that using or promoting humor during working time can have positive effects. Since projects represent important cost and revenue drivers for companies, it is relevant to understand the impact that humour has on projects. To conduct the analysis, projects have been studied along the main factors that affect their performance. First, the distinction between soft and hard skills has been used, than both dimensions have been broken down. In the soft skills domain, the effects of humour have been studied along these dimensions: leadership, negotiation, motivation, stress management, conflict management, team building, and communication. In the hard skills domain, the impact of humour on process, procedures and tools has been taken into consideration. Based on the existing humour literature, it has been found that both soft and hard skills may often benefit from the use of humour but shortcomings are also present.

Effect of humor on project management from Marco Sampietro

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0 https://cdn.slidesharecdn.com/profile-photo-marcosampietro-48x48.jpg?cb=1579622159 Core Faculty Member at SDA Bocconi School of Management. Responsible for the Project Management courses in the following programs: Global Executive MBA, Master in Entrepreneurship and Business Strategy, Master in Management of Information Systems. Contract Professor of Project Management, IT Management and Computer Skills for Economics at Bocconi University. Contract Professor of Project Management at the Milano Fashion Institute. Speaker at the NASA Project Management Challenge 2007, 2008, and 2011. Speaker at the Project Management Institute (PMI) Global European Congress, 2010. Co-author of 4 project management books. Author of Project Management articles and cases internat www.marcosampietro.com https://cdn.slidesharecdn.com/ss_thumbnails/projectriskmanagement-110906052617-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/project-risk-management-9147202/9147202 Project risk management https://cdn.slidesharecdn.com/ss_thumbnails/projectfollowership-110906052507-phpapp02-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/project-followership-9147182/9147182 Project followership https://cdn.slidesharecdn.com/ss_thumbnails/projectfollowership-110906051749-phpapp01-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/project-followership/9147101 Project followership