This is the concluding installment of Mike's account of attending the recent PMI Global Congress 2016—North America in San Diego. In this article, he shares his thoughts on the other stand-out presentation he attended: Sue Gardener’s “The Future of Work” keynote.
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Is Your Agile Transformation Set up to Fail? Find out at the PMI® Organizational Agility Conference 2016, FREE and Exclusive for PMI Members. We know there are barriers that slow your organization’s ability to be agile: failed agile transformations, complex organizational processes, team dynamics and the uncertain role of the PMO in an agile environment (just to name a few). Attend the PMI Organizational Agility Conference 2016 to get help breaking down these barriers. It’s free for PMI Members.
As projects and programs are getting increasingly complex, organizations are continuously grappled the challenges. This webinar would be of interest to project, program and portfolio managers across various domains who are seeking to improve the organizational PM maturity.
Organizations are becoming more complex. Gone are the days of simple Org Charts where things flow in an orderly fashion. Complex matrix organizations are now the norm. Projects are pulling resources from different parts of the organization and, many times, from entirely different organizations. How can Project Managers be successful in matrix organizations?
Closing Q&A webinar for June Book Club on Project Management for Small Projects, Second Edition.
Larry Cooper recently approached a group of senior leaders from a broad spectrum of industries, sectors and countries to participate in a Wisdom Council to answer a series of questions on Organizational Agility. In the webinar Larry will share the insights he gathered from them.
Save Time With Tools + Templates
This Power vs. Interest Matrix template—developed with Microsoft Excel and little bit of Visual Basic for Applications (VBA)—is the ideal tool for stakeholder analysis. Fill the fields with your stakeholders name, give a number to power and interest, classify the engagement and write the stakeholder's expectations. After all stakeholders are identified, print the matrix and keep monitoring the power and interest of each stakeholder during project execution.
We often encounter work that may not be properly documented. This practitioner designed this template for his clients to define their business or operating processes (when those are contentious). This template may be used for projects that create an SOP document as a deliverable.
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.
Learn From Others
In 1998 a project was chartered to develop an international standard for industry and government strictly through the grassroots efforts of unpaid volunteers. Their journey led to the development of the Organizational Project Management Maturity Model (OPM3), and this is their story.
Project governance has often been taken as something that is merely strategic in nature. This situation necessitates further discussion about how to make the utility of project governance simple and more applicable for organizations with little to no expertise and foundation in adopting this approach. One way to do that is to look at some of the challenges and work backward to identify solutions.
While the broadest definition of “portfolio” may be all of the organization’s initiatives, there are always a small number of those initiatives that demand the greatest attention and focus. These are the strategic projects that will make or break the organization’s performance.
The latest evolution of project management is leading to a need for different skills and experience. Project managers are sensing a very real shift in the value that organizations are placing on many of their projects, one that’s going to reduce the sense of self-worth that individuals will have. So what should organizations do about it?
The reality is that implementing a PMO, whether strategic or tactical, has difficulties because the term means different things to different people—and there is no standardized or commoditized PMO-in-a-box. It requires the right executive and PMO management team.
In recent years, executive leadership has come to a realization: The traditional “point of delivery” decision-making process for which project management practices to apply across thousands of ongoing projects, in multiple geographies and across different sectors is not achieving business goals. Read how one company affected change.
Most organizations experience high levels of change in their strategic projects. Sometimes that’s good, sometimes it’s bad. How do you know which is which?
Collaboration has become a vital tool in modern project execution, but not all organizations know how to ensure it happens in the right way. How do we foster effective collaboration while still ensuring our teams and individual team members are accountable for delivering on time, scope and budget?
As organizations evolve to a more portfolio-driven approach, the need for a “management hub” for that approach will grow. How can the PMO establish itself as the hub of that approach, acting as the central function driving all non-operational activity?
While you may find it difficult to put practices down on paper for any given policy you are tasked with drafting, there are some basic steps you can follow to organize your thoughts, begin the writing process and edit the content to a final version.
Planning and implementing organizational project management requires that you think through how it will affect your workforce, as workforce readiness is essential during feasibility determination, planning and implementation. Start with the correct survey questions and the remaining tactics become much easier.
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