Most organizations struggle to engage their workforce to its potential. This is not through a lack of planning, technical skills or resources, but instead effective tools for dealing with typical project problems. Fortunately, agile practices hold many practical solutions for solving the classic five dysfunctions of a team.
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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.
In today's PMO environments, a clear understanding of PMO management’s leadership role and responsibility is absolutely essential for a successful evolution, from project management to program management to portfolio management organization. This presentation will focus on the expanding role and vision of PMO management while exploring the corresponding project/program/portfolio management essentials and dynamics necessary for collaboration and organizational success.
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.
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
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.
Today’s project delivery environment is more complex than ever—more projects, more complex projects and more varied projects than ever before. Does this environment still lend itself to a single methodology? And if not, what should an organization’s approach be?
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.
In this article, the author will bring into focus some of the key challenges that can discourage, negatively impact or hamper the progress of organizational project management as a whole or for a particular project of strategic priority.
Are you aware of the 10 truths of successfully managing IT? Implementing all of these concepts may seem overwhelming. But if you understand the truths and apply the suggestions to address them, the payoff is huge. You’ll give your organization the poise and balance to make it across that technological and organizational tightrope.
When it comes to project resource management, many organizations take the path of least resistance—doing what is easy over what is effective. But organizational PM must require an organizational resource pool, right?
How can leaders bring organizational project management to life? We already have certifications and standards to leverage. What we need is leaders equipped with the right strategy to put these ideas into action.
What role, if any, do PMOs play in shaping the future of project management? PMOs must not only understand the trends that are occurring within project management as a whole, they must act as the shapers of those trends within their organizations.
Stories of many failed Big Data projects have cast doubts on their strategic necessity and value. This raises the question of whether Big Data analytics and the associated technologies are a strategic disruption for organizational productivity, or just another hyped-up pretender of business value—a storm in a business teacup?
It is only when projects fail and have major impact on the organization’s bottom line that they seem to get the attention of the CEO. So why don’t all organizations, at least those with a backlog of projects, embrace OPM at least in principle?
|A.||Metrics or concrete, short-term data about the performance of each person working for an organization are crucial to make sure that team members are not slacking off and occupying a position someone else could use to bring the company more value.|
|B.||The new boss is trying to make his or her mark by introducing the new metrics to have something concrete to show. These statistics will prove to not be a good idea over time, so let the organization figure it out for itself. Collecting them is the equivalent of the lion’s roar to mark this territory to all within earshot.|
|C.||Only people who are fearful of what the data will show will object to having it collected, formed into charts and submitted to management. In fact, since you know what is being gathered you can change your daily performance to be sure you look good in these new metrics regardless of whether or not it is the best use of your time.|
|D.||An organization should look at the need for and value received from any metrics gathered and used. Unless they are collecting data that is meaningful and will lead to better results, they are a waste of company time and resources, may be misleading and may be discouraging for the team.|
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