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PMI Organizational Agility Conference 2016

September 14 2016 | Online

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.

On-demand Webinars

Santa Inc. and Business Benefits Strategic Alignment: Should Santa Use Drones?

by David Davis, Rosemary Hossenlopp
December 08, 2016 | 57:16 | Views: 1,891 | PDUs: 1.00 | Rating: 4.93 / 7

Santa has performed an organizational assessment and is considering new portfolio ideas to move into the 21st century. One of the business case "winners" is drone delivery. Let's consider and evaluate the business benefits associated with this business idea. Shall the elves leap to implement this or is project execution caught in the fog of cloud business hype?

Managing Projects in a Matrix Organization

by Michael Perdunn
November 16, 2016 | 61:07 | Views: 2,178 | PDUs: 1.00 | Rating: 4.88 / 7

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?

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Save Time With Tools + Templates

Work Stream Tracking Template

by Stephane Parent

Large projects often require tracking by work streams. Work streams are the progressive completion of tasks by a specific group or project team. For example, the work streams for a manufacturing facility may include engineering, drafting, procurement, fabrication, quality control and shipping.

Stakeholder Analysis: Power/Interest Matrix

by Alvaro H. Beckerig

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.

Standard Operating Procedures (SOP) Template

by Elok Robert Tee

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.

Learn From Others

The History of OPM3

white paper
by John Schlichter

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.

On Program Management: Beyond Delivery

by Eric S. Norman

Here the author shares thoughts about how projects and programs are often delivered—focusing on some considerations for improving outcomes—and comments about what we as leaders who oversee organizational initiatives can do to be more effective.

Organizational Change in Your HR Project (Part 2)

by Joe Wynne

Human resource-related projects can be high visibility and affect a large number of employees. Understanding organizational change management critical success factors will help you monitor effectively—and focus the attention of your project team on the highest-priority risk areas.

Topic Teasers Vol. 89: Chasing the Shifting Target

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question: I’ve just been asked to begin to document how my projects and those of three fellow project managers meet the company’s strategic objectives. That’s not really part of what I do at work right now, so I’m embarrassed to admit I understand the term, but have no idea how to prepare what management is expecting. To be honest, that seems a little fuzzy and I prefer to deal with facts and figures. What shall I do?
A. Strategic objectives are marketing magic created to convince stakeholders that an organization is doing well. They are not important to a project manager or a project team, and if assigned you should quickly refuse their care and maintenance. Otherwise, when the company reports do not look good, you will be blamed.
B. While many project managers are familiar with a company having strategic objectives, and even a lucky few are allowed to know what they are for the assigned projects, not many realize that tracking them is very much a numbers game that is well within the skill sets and abilities of most of us.
C. Only the sales team has access to the numbers you would need to create strategic objective reports for upper management. They can manipulate sales numbers to make them look good, so the VP of Sales should ask his staff to capture the data and create the reports.
D. While having strategic objectives sounds good, all that matters is that the project teams are creating the deliverables they are asked to construct or create in the Project Charter. Since you are not involved with choosing them, you cannot fairly be asked to track them throughout the organization as it will take time away from the project work that should be your focus.
Pick your answer then Test Your Knowledge!

Learning & Development: Why It Matters

by Alla Antoniuk

There are many reasons why learning and development departments are vital for organizational success and development. Learning is directly connected to employee performance metrics; it helps people progress in their careers—and the company to move forward faster.

The ‘Right’ Way vs. The Proper Way

by Andy Jordan

Sometimes, what a project manager needs to do is at odds with what their employer says they should do. Is that ever okay? How do you avoid problems?

Project Resources: Appointment or Selection?

by Andy Jordan

The project team can make or break a project; resource assignment can make or break a team. How do organizations ensure the process is effective?

Grooming a Successor CIO

by Michael Wood

Yes, it is important! Grooming a successor CIO can create ripples in a tightly cost-controlled budget. Many have weighed in on the challenges CIOs face when trying to identify and groom their successors. Here are 10 major factors that drove this former CIO's eventual identification and selection of his successor.

Strategic Project Management: New Skills for the Modern-Day PM

by Ajaykumar Kittur

Developing the business acumen to understand and provide the right feedback to senior leadership to pick and choose the right projects that will help achieve the larger strategic objectives is essential for the modern-day PM. Are you ready for the challenge?

The Strategic Business Analyst

by Andy Jordan

As portfolio planning and the ability to tie strategy to execution grows in importance for organizations, what role can business analysts play to increase effectiveness?

The Politics of Integration (Part 1): Planning

by Andy Jordan

Of of the most significant challenges for PMO leaders is managing relationships across the organization. And as the PMO’s role becomes more and more central to all elements of corporate planning and project delivery, politics inevitably come into play. How do we manage that minefield?

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Discussion Rules

Recent Questions

Topic Originator Last Post Votes Replies
Check out the Blog update on the new BA Standard   David Bieg  Jan 18, '17 3:19 AM 
Project Management Plan Documentation - Reinventing the wheel every project?  Eduard Hernandez  Jan 17, '17 10:44 AM  13 
PMP Certification  rajni lalotra  Jan 16, '17 9:29 AM  17 
What is the optimal reporting period?  Vincent Guerard  Jan 16, '17 12:06 AM  28 
what is the key performance indicators that should take into account when calculating performance at portfolio level ?   Diaa Khalaf  Jan 15, '17 3:17 AM 
PMI Slogan - what's yours?  Eduard Hernandez  Jan 10, '17 2:34 PM 
Does anyone have any recommendations for additional literature on change management?  Steven Draheim  Jan 6, '17 3:03 PM  17 
what are the risk of hiring Non IT project manager on IT project manager job?  Sandeep Kharbanda  Jan 5, '17 1:49 PM  49 
Do you need a Transformation Management Office (TMO) or Project Management Office (PMO)?  Henrique Diniz  Jan 5, '17 8:17 AM 
How to plan , monitor and control site execution activities...???  ISHAN THAKAR  Jan 5, '17 2:30 AM 
Building a Project Management Tool  Aashish Jagini  Jan 4, '17 9:27 AM  13 
Is it Share Point a tool to implement to 3000 PMs?  Diego Buitrago  Jan 1, '17 5:55 PM 
NEED HELP PMO where can I start ?  Sami Alaid  Jan 1, '17 8:35 AM  15 
Hallo effect in the project management   shaban osman  Dec 26, '16 12:28 AM 
Differences in PM  Rajan Hariramabadran Varada  Dec 25, '16 9:28 AM  18 
What do you do when you join a company as a PM and there is a shortage of projects to run?  Anonymous  Dec 24, '16 7:25 AM 
What is the best degree pathway to be a PM? Bachelors or Masters  Melissa Nicole  Dec 23, '16 11:49 PM  20 
Measuring IT Project Portfolio Performance  Pradeep Kalampukatt  Dec 22, '16 2:11 PM 
Meeting Notes  Anonymous  Dec 16, '16 11:33 PM 
Using MS Project as a check list  Eduard Hernandez  Dec 8, '16 5:06 PM 
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"He may look like an idiot and talk like an idiot, but don't let that fool you. He really is an idiot."

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