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PMI Organizational Agility Conference 2016

14 September 2016, 8:30-5 PM ET | 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

Managing Projects in a Matrix Organization

by Michael Perdunn
November 16, 2016 | 61:07 | Views: 949 | PDUs: 1.00 | Rating: 4.87 / 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?

How to Enhance the Project Management Maturity of an Organization

by S. Ramani
November 03, 2016 | 62:05 | Views: 1,340 | PDUs: 1.00 | Rating: 5.34 / 7

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.

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Save Time With Tools + Templates

Work Stream Tracking Template

PREMIUM deliverable
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.

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?

BA vs. PM: Where Do We Draw the Line?

by Mark Mullaly, Ph.D., PMP

There’s been an increasing intersection between business analysis and project management. All of this can leave people scratching their heads and wondering what it all means. Where are the overlaps? Where are the boundaries? What does it mean to be a business analyst relative to what it means to being a project manager?

PMO Alignment to Company Strategy: A Two-Way Street

by Graham Campbell

This practitioner was asked by executive leadership to lead an assignment to improve the company's project delivery function. Creating a PMO and aligning activities to the company's strategy were important early steps in this improvement process. What he didn't anticipate was the proactive role that the PMO, once established, would later play in a feedback loop to further evolving company strategy.

Take Your Time to Go Faster

by Andy Jordan

Organizations who are now embarking on agile adoption are feeling pressure to “catch up” with their competitors. But when “late adopters” of agile try to make up for lost time, it can cause problems.

Innovation: The Middle Market Is Where It's At

by Kevin Coleman

Competing in the global marketplace is no easy task these days. So what is the secret for middle-market companies? According to a recent survey, mid-market companies are at the front line of innovation.

Compliance Projects: Fragile, Please Handle with Care!

by Jiwat Ram

By their very nature, compliance projects should be regarded as strategic—as non-compliance could lead to far-reaching implications for business survival and continuity management. But they pose unique challenges for project managers...

PM Certification Drives Culture Change and Business Performance Improvement

by Graham Campbell

One global engineering organization took the bold step of making certification of all project managers a mandatory requirement for some 7,500 staff in 29 countries—a step not that common in the traditional, technically driven architecture and engineering industry. As this practitioner shares, the results of this change have been stunning.

Topic Teasers Vol. 87: Comparing Project Managers

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

Question: I think I’m doing okay as a project manager and my company is pretty successful using my projects and those of our other project managers. But although I can compare myself to my own colleagues, I’d love to know how I am doing—and how we are doing as an organization—against some wider statistics. Is that crazy to say?
A. It is helpful for us all to know how we are doing when rated next to a larger group of project managers. It’s also good to know if there are places where our organizations are missing out on key improvements that would increase return on investment. Measure yourself and your company and pass along any places where your statistical performance could be improved.
B. Comparing yourself to others is an odd desire. There is no way to see if you have the same training, certifications and experience, so any comparisons would be meaningless. Plus, should someone at your company see that there are other higher performers out there, your job might be at risk.
C. Organizations, especially management levels, want to believe that they are the best at everything they do. If you should find places where other businesses, especially competitors, are doing things better than within your workplace, it is important to keep that data to yourself. You don’t want to be blamed for the poor project performance shown in the statistics.
D. It’s not about how you do projects, or even the outcome, that matters. Each and every place of business is so unique that it is impossible to compare them to each other. However, study any statistics you can find through PMI and on the internet. Places that have higher ratings may be better places for you to look for a job.
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