Building leaders

Even after hiring top-level project managers, organizations can fail to achieve the project results they need to compete in their industry. One cause of such failure is an organization's lack of training programs for project managers. This article discusses Intel's mentoring program for its new project managers. In doing so, it identifies the one factor that Intel uses to determine how well a newly hired project manager will perform, noting how one Intel project manager has helped numerous newly hired project managers, both the young recruits beginning their careers and the senior-level professionals transitioning into new positions. It explains how mentoring enhances the process of managing talent and describes how one experienced project manager helped a non-project manager learn about the dynamics and complexities involved in managing projects, an individual who today is a senior-level project manager. It then details how one project professional enhanced and expanded his knowledge of program management wi
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