This newly created standard provides a framework to align project, program and portfolio management practices with organizational strategy and objectives. It’s a valuable tool for organizations looking to better meet their strategic objectives—regardless of approach and where they are in the value delivery landscape. Available now for purchase. Free download for PMI members.
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".
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All organizations, whether small or large, need individuals who understand how important and impactful adaptability and agility are to overall success. By attending this virtual event you will learn how you can help your organization embrace the opportunities in change, disruption, and transformation.
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.
Terminology sections or documents are critical resources for implementing a standard. However, users tend to take them for granted as just being part of the standard. But did you know: • In what situation a word or phrase is selected to be defined as a term in the terminology document or section? • What science is behind the definition of a term? • How to find definitions of a term in various standards for free? • How to relate the meaning of a term to the meaning in common dictionaries? • The word or phrase will be not be adopted as a term if the intended meaning of the word or phrase is found in a dictionary? • If not, you are not alone. New terms are not adopted easily in standards. It's a profound process - dull to some - yet largely unknown to people.
Requirements are a key driver for any project and there is a direct relationship between the accuracy of requirements and the outcome of a project. In many cases their is a direct link between scope and requirements, hence requirement definition impacts project scope. Every project benefits by having a well defined project scope that helps define boundaries for the project, the primary outcome/goal/deliverable to be achieved and success metrics (what does "done" look like") We'll discuss how Design Sprint methods can be used to help project managers and teams at-large ensure alignment between current problem/challenge, scope of work and requirements for the project overall.
To facilitate a meeting is to lead a group of people through a predefined agenda with clearly stated and understood goals in such a way that every attendee understands their role, adheres to the Rules of Engagement and participates according to their responsibilities within that meeting’s architecture.” Learning how to do so in spite of those attending the meeting is one of the greatest challenges any businessperson faces. Based on the final chapter of her book Everything’s a Project (and Everyone’s a Project Manager) Book Three: Communication, Christine shares that when you understand your role and your responsibility, you will own any meeting you lead.
Programs serve as a crucial link between strategy and the execution of business results and organizations implement them to achieve strategic goals. Although the practice of program management has evolved in lockstep with the project management profession, the root causes of program failure remain. In this step-by-step guide, Irene Didinsky offers a standardized approach to program management, closing the knowledge gaps and variations that currently exist across organizations and industries.
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This template provides a solid basis to help project managers define project roles and responsibilities. It can be easily tailored and aligned for projects of all sizes.
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.
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.
Company-wide, defined processes help with the understanding of the PM lifecycle and the integration of processes between departments. If individuals understand how what they are doing fits into the big picture—along with why they are doing it and its overall importance—they will be more excited about their work and be more efficient.
RPA is often perceived as a means to reduce headcount. But in reality, the key drivers of RPA adoption are improved operational effectiveness along with an enhanced employee and customer experience.
A new organizational model with a dedicated project management office and alternate roles can offer multiple benefits to deal with increased scale and diversity in the execution of projects. Learn how these new roles can provide opportunities to bring about positive change for enterprises large and small.
A change in work patterns toward more temporary roles is disrupting project management. The gig economy is moving from niche player to mainstream as millennials enter the workforce with different career aspirations—and organizations tap new labor markets and reduce headcounts.
Are you looking beyond individual departments and focusing on the value created in the full series of activities they perform to create and deliver their product? Here’s the story of one PM who was willing to step beyond her role to move the focus of “better, cheaper, sooner” to the whole chain of work her firm delivered to its customer.
New technologies are not just emerging and enabling change, they are demanding it. This is facilitating the creation of new business and operational models—and this in turn requires new metrics and measures that are fit for this new digital environment. Is your organization embracing this challenge?
With increasing emphasis within many corporations regarding business process transformation, there is a need for an approach that will ensure a faster, better and more lasting outcome. This article advocates that to achieve this desired outcome from a company transformation strategy, two key ingredients are necessary.
Disruptive technology is more than just one of the latest buzzword terms, it’s something that will change project management. Are we returning to project managers who have to be IT experts?
There’s a very interesting thing that happens when organizations get to the point where they have a formal process to do something: They expect everyone to follow it. And that's a mistake.
Hybrid project delivery is focused on independent judgement and decision making rather than defined processes and techniques. How do you teach organizations to succeed in that environment?
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