While process frequently fails to allow for flexibility, technology often doesn’t even consider the possibility. Once we begin to automate a process, the presumption—and it’s a dangerous one—is that all cases are treated equally.
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You’ve put your organization on a path to being more agile – you have agile teams, you’re helping them prepare for and respond to change. But, somehow you keep bumping up against significant institutional blockers: Existing rules, structures and processes that slow things down. What can you do? Attend this free virtual event to learn how to create a more holistic approach to organizational agility. We’ll share the latest real-world techniques and tools to drive deeper organizational agility—skills you won’t find anywhere outside of PMI. Register today!
Attendees will learn a comprehensive approach to making your organization more responsive to change with effective structuring, planning, and measuring of change management across portfolios, programs and projects.
Closing Q&A webinar for June Book Club on Project Management for Small Projects, Second Edition.
Introduction webinar for June Book Club: Project Management for Small Projects, Second Edition by Sandra F. Rowe, PhD, PMP
The Dynamic Progress Method: A New Alternative to the Critical Path Method
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This tool demonstrates how to measure a list of projects against organization objectives. By assigning rates for each project against each organization goal, an overall quantitative measure can be assigned to each project so they can be compared.
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Portfolio management is responsible for translating strategy, changes, innovation and dynamism into value for an organization. To achieve portfolio agility requires synergy in all aspects of the enterprise: in the strategic environment, in the portfolio tactical environment and in that of the projects.
|A.||If you are not a project manager, this is not your problem. Continue to do your daily work and spend whatever few hours a week you can working on projects as they are assigned by the boss of your department.|
|B.||Ask to make a plea in the next executive meeting. When you present your case, let them know that everyone is too busy to do more projects and, realistically, it will a long time before the current ones are finished. It is important to set expectations.|
|C.||Ask your immediate manager if you can work with your colleagues to try to capture the free time available for projects and then prepare information for him to present to the executives. In this way, you may be able to realistically show some options for moving forward with organizational projects.|
|D.||Work to reduce the number of hours you spend on your current daily tasks so that you can focus more of your energy on important projects. Projects are the future, so they should be completed even if it is at the expense of the operational tasks that keep the company running in the present.|
Planning benefits before you start is key to ensuring that you realize them once the project is completed. In this article, the author highlights the importance of benefits realization management for realizing project benefits.
PMOs have a lot of things to worry about, there’s no need to add to the list with things that really shouldn’t matter. Does your PMO have clarity? In theory, this should be simple. In reality, it can be more complex--and that’s where PMO leaders frequently go wrong.
Continuing to develop a failing project is a big challenge. Improving the environment and culture to ensure successful delivery requires integrating the bottom-up approach from a small task level with a top-down orientation of strategic management. Learn how to diagnose failure and implement useful techniques.
Most people have heard of the term "learning organization." However, do we know what it has to offer project planning management? Before a proper discussion of how it can be employed throughout the project process groups, we must first discuss the five components that form LO.
Efficient organizational project management enables companies to achieve organizational benefits through greater agility and a sharper competitive advantage in the market. To achieve this, we must first understand how to differentiate the concepts of organizational benefits, strategic initiatives, project management and organizational project management.
How much appetite for going digital do you have? This is where the question of digital strategy versus digital transformation comes in. The two terms are often misused, in part by being used interchangeably when they are in fact two very different things.
The challenge of portfolio management is to quantify and report the value created by the operations, confirming that the portfolio is contributing to the accomplishment of organizational strategies. Implement the recommended steps to anchor organizational strategy through portfolio management.
Every project has those slow periods, the times when nothing seems to be happening. Should we just accept that certain times of the year are just quieter and less productive? No! Those are the times project management can really make a difference.
Program Organization Structures: Defining Common Classifications in Federal IT Contracting that Goes Beyond Standard Organizational Structuresby
In federal software contracting, factors like cost, the number of projects, resource skills, customer needs, etc. can influence which organizational structure is adopted. The author offers logical extensions to the structures described in the PMBOK® Guide based on patterns observed across multiple agencies.
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