Defining what PPM means in the context of an organization isn't easy. One thing is for sure: Portfolio management is a complex management undertaking that continuously challenges even the most seasoned professionals. So the question that often arises is: What makes this so complex?
Find answers to these questions and more in this Organizational Project Management Practice Area. If you are new to Organizational Project Management, take advantage of the resources below and don't be shy about commenting or asking questions. If you're a seasoned pro, help others out and become an influencer. We welcome contributions from all sources and the more you participate, the more visible you become. Let us help you move down the road from "giver of sage advice" to "Thought Leader".
| Network:2983 |
| Network:964 |
| Network:1920 |
| Network:401 |
| Network:1085 |
| Network:92 |
| Network:445 |
| Network:1775 |
| Network:0 |
| Network:745 |
See all Organizational Project Management Influencers
What Does Agile Mean for Your Organization? Find Out at This Free Virtual Event—and Sharpen Your Agile Edge. With sudden market shifts and new priorities by the minute, agile transformation is an organizational imperative. You need to understand what agility means for your organization—and how to help lead it through change.
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.
Closing Q&A webinar for June 2017 Book Club on Integrating Program Management and Systems Engineering by Eric Rebentisch
Bad projects abound, and research by Project Management Institute and others has provided useful insight into the underlying causes of bad projects. This webinar looks beyond why projects go bad and explores why bad projects are so hard to kill.
See all Organizational Project Management On-demand webinars
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.
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.
Occupational health and safety (OHS)—also commonly referred to as occupational safety and health (OSH), occupational health or workplace health and safety (WHS)—is a multidisciplinary field concerned with the safety, health and welfare of people at work. This presentation provides a primer on important introductory points.
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.
One of the fundamental tenets of portfolio management is the concept of a portfolio lifecycle, from planning through delivery and benefit attainment. The problem? That’s completely wrong.
The terms “project management” and “change management” are often used interchangeably. But at best, the core functions and skills merely serve to complement one another. Failing to recognize the differences (and when one and not the other is needed) is a risk—not only for a project, but also for the organization.
PMI is providing an opportunity for interested experts to review and comment on the draft of the Standard for Organizational Project Management (OPM). This new standard, which will replace the current Implementing Organizational Project Management: A Practice Guide, has been developed by a global team of OPM, PMO and methodology experts, and we are now looking for broad, public comment to help us improve the quality of the document before its publication.
Cloud technology, when deployed and leveraged appropriately, enables organizations to focus on their core strengths and offload much of the burden of supporting systems that are not part of the core business. Gain a fuller awareness of the potential change impact that the introduction of cloud solutions can generate.
Did you know that successful organizations advance their business and achieve maximum value through a shift in thinking...that they manage unexpected roadblocks, risks and market changes more easily when "being agile" becomes part of their philosophy? These concepts are explored in PMI's 2017 thought leadership, starting with the release of two Pulse in-depth reports.
Project management is changing. Is it also time to change what a PM is accountable for and where that accountability lies?
Deviations for the project manager role come from assuming they accomplish the same goal (or deliver the same results) as some other commonly found roles across various industries. Let's analyze these similarities and differences between roles, see where they clash—and where they can cooperate.
In today’s project delivery environment, team members need to demonstrate leadership skills and capability. But what does that look like, and how does it happen?
All organizations, no matter how large, have limited resources. All successful companies and teams, no matter how skilled or diversified, perform certain tasks very well and others not as well. By collaborating with external teams, companies can focus on what they do best and let their partners complement them in areas where they do not have core competencies.
A decision to implement any form of change should always be based on known data. Determining if an organization may benefit from implementing agile practices and tools—or completely transforming into an agile organization—is no different.
Ask a Question |
Discussion Rules |
|
"A jury consists of twelve persons chosen to decide who has the better lawyer." - Robert Frost |
