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.
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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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.
Every project has multiple work streams that project manager must ensure are ready to help deliver the promised benefits of the initiative. A managed OCM workstream is the most effective means of ensuring successful adoption of the work. However, there are OCM specific tools and techniques the project manager can use to effectively deliver this workstream. This presentation will explore those technical details and also discuss a communication strategy, so all stakeholders are aware of the workstream and the value it adds to the project.
The COVID-19 pandemic forced many teams to start working remotely. Even for those who are used to working in virtual environments, the events of 2020 have accelerated the intensity and changed the pace. The pandemic has changed how remote working is perceived, and has most likely changed forever, how virtual teams interact. With the importance of emotional intelligence (EQ) in leading project teams, it becomes more important while working remotely. Team members may feel isolated and this may contribute to reduced productivity. The leader may also feel the loss of control and could suffer from emotional disconnect. But these situations can be managed effectively. This webinar outlines basic the steps that you can take as a leader of project teams, to ensure that your teams remain engaged and highly productive.
The 3P’s to Success (Purpose, People, Performance) is a business philosophy promoted in the book ‘The Business of Portfolio Management – Boosting Organizational Value’. The project economy can scale upwards so that value-based portfolio management becomes ‘a way of doing business’. However, that needs to be integrated business objectives. That is best done via a modern light version of a balanced scorecard for planning and reporting purposes. This presentation is focussed on the design, development, and deployment of a modern light balanced scorecard that allows for organizational-wide performance to be shown and communicated. EPMO and portfolio leaders in particular will benefit from its content and messages.
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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.
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.
New product introduction is an organization’s future. Along with a well-tailored product development process, successful introduction of new products must be integrated with project management practices. This article unfolds potential areas of integration.
Running projects for a not-for-profit organization is a wonderfully worthwhile endeavor. Here are 10 ways you can keep costs off your budget and still deliver value.
As people become more comfortable with a distributed working model, the advantages of the approach become clearer. But how many of us are actually taking advantage of those opportunities?
When digital transformation has been fully implemented, what happens to our IT departments? You might not like the answer.
Given the presence of automation from the outset, the stubbornly analog nature by which project management continues to function is moderately surprising. At least, it looks surprising until you take one fundamental factor into consideration.
There’s been a lot of talk about how the pandemic has been a catalyst for the acceleration of digital transformation. But is that really the case? No, and it's time we stop confusing digitization with digital transformation. What has to change now is the way technology is leveraged.
Having in-person get-togethers has become a challenge. We need to show appreciation for staff efforts in some new and imaginative ways—and now more than ever, we need to do it on a more routine basis throughout the year.
2020 presented the greatest challenge most of us have ever experienced. Does this mean that the post-pandemic phase is all doom and gloom? Employees need to be prepared for organizations’ desire to shift to improved ways of executing their business models.
What can organizations do to strengthen their project delivery environments as they head into a critical year? How can they prepare that environment—and the people in it? It will require that resilience is built in to how projects are delivered.
The global philanthropic response to the pandemic has been massive. What are the long-term implications, and how can project managers help? It’s going to take two special kinds of project management to be effective.
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