This 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.
Connect In Person
The PMI® Organizational Agility Conference returns bigger and better than ever as we examine evolving approaches to resilient value delivery! To remain relevant in the VUCA world, organizations and delivery professionals need to build change resilience—the ability to remain in a state of change while delivering value. This virtual conference will explore the concept of change resilience with professionals who are driving it within their organizations—and those who are living it as part of their own development.
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.
Project Managers need to continuously develop their knowledge skills and attitudes to effectively perform their roles and be successful. Do we as project managers know where we stand? In terms of capabilities and competencies? Further do our organizations follow the necessary processes and have the systems and framework to meet project objectives? These are some of the questions that this webinar will seek to answer. In particular it will look at the following: • Overview of PMI Standards focused on process and capability improvement • Methods for assessments to know where we are for people and organizations • Gap analysis of capabilities with respect to standards • Methods and projects for improving project managers and the organizations • Capabilities and competencies required to implement the improvement plans
As the number of projects in organizations skyrocket, understanding project fundamentals and fostering project management skills have become essential. Leaders have too many projects with too little visibility into them, and they lack the project oversight and delivery competencies to untangle them. In a recent survey with Harvard Business Review, we wanted to look at the current challenges faced by senior leaders when dealing with projects and project management, as well as their expectations for the future. The results, combined with other case studies, will help us better understand how organizations are using projects now, where they are finding success with projects, and where they are struggling. The session will help project managers translate their hands-on know-how up to the leader’s-eye view.
Save Time With Tools + Templates
Get help assessing your organizational maturity with this set of 500 questions that correspond with PMI's Organizational Project Management Maturity Model (OPM3®).
Obtenga ayuda para evaluar su madurez organizativa con este conjunto de 500 preguntas que se corresponden con el Modelo de Madurez de Gestión de Proyectos Organizativos (OPM3®) de PMI.
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.
The Project Canvas framework, which covers the basic principles and fundamentals of projects that everyone should know, is practical and easy to implement. It is a proven tool that will assist you in leading projects more successfully and in making your dreams a reality.
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.
Question: I understand that the organization needs to get team products and services to the customers to make a profit. However, putting extra pressure on teams to be faster seems to slow things down instead of having the desired effect. Is there a way that as a project manager I can intervene to get management its desired outcome and at the same time protect my team?
Project managers are getting younger, and it’s not just because the rest of us are getting older. Is it problematic to have less experienced PMs? How do we expect younger and less experienced employees to gain that experience and understanding?
Trying to be all things to all projects in all situations at all levels of complexity results in the needs of no one actually being addressed, and many being massively inconvenienced. What starts as big and complex simply gets worse over time. But there is a different and better way.
Project managers by nature are process driven, so bringing a PM into the mix of a startup that may not have established processes can be a culture shock. However, project managers can bring immense value to a startup and help the company execute on strategic goals more thoroughly.
In order to keep up with emerging technologies, project management professionals must invest in updating their knowledge and skills on an ongoing basis. Are we about to witness the rise of the domain-specific PM?
There aren't many aspects of work—or life in general—where a one-size-fits-all approach is appropriate today. Enter the concept of tailoring to ensure the best possible performance for your projects! Here we provide help with knowing where, how and when to tailor.
Measurement has always been an essential part of project management success. The discipline has recently achieved even greater prominence as a project performance domain. Use these tips to refresh your measurement skills and increase performance.
Historically, project managers have generally taken one of two approaches to dealing with biases in team culture: They’ve either ignored them or they’ve tried to address them head on in an attempt to “overpower” them. Neither of these approaches works.
Key Transparency Index (KTI) of a Project Manager—A First Step Toward Designing a Mathematical Formulaby
Transparency is a key indicator that can lead to early identification of problems, quicker solutions and timely closure of a project. Is it possible to create a simple mathematical formula to set the bar high when you evaluate a project manager’s transparency?
The more important projects become, the more freedom teams need to deliver them. PMs are going to have to be comfortable operating without the “safety net” of a standardized process, because there is soon going to be an unlimited number of ways of working to deliver projects.
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