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.
In today's world the role of "Learning" in education has acquired great value and has become preferred mode as compared to "Teaching”. This emphasis on learning and its growth has been due to the preponderance of digital information and easy access to it. Technology has been enabler in this respect. However, the change in organizations to adapt to the new situation has not been as quick because of traditional work styles or culture .One can argue, that on this front the slower rate of change is understandable because soft skills take longer time to acquire and adapt. But with it comes the problem of meeting the challenges of changes in technology and information overload which happen here and now and in a VUCA* environment. The current pandemic situation has only exacerbated the situation by advancing a work culture and lifestyle which was possibly expected only in the future. In context of the above situation, the concept of the "Learning Organization" as enunciated in the 1990s by Peter Senge and others has some relevance. We can investigate it in relation to projects and project management by asking two questions. 1. How can we effectively manage projects in a Learning Organization? 2. What benefits can Project Managers obtain by using the concepts of Learning Organizations in their projects?
A topsy-turvy world requires thinking that challenges the status quo and seeks smarter ways of deploying the well-known portfolio management mantra of ‘doing the right things’. The world’s economies will struggle to recover from the global COVID pandemic, meaning organisations of all sizes will need to focus on well considered and planned activity and the selection of initiatives that provide the most business value towards business objectives and ultimately strategic goals. However, post pandemic factors will be at play that will limit achievement of success. This presentation offers perspectives and challenges together with some suggested solutions that should be considered and acted upon to maximise portfolio success. These will fire your imagination.
This session will discuss the use of Agile Techniques in implementing Organizational Change Management. This presentation will be focused exclusively on Organizational Change Management using the Disciplined Agile process-decision toolkit to realize the benefits.
This webinar presents the results of a two-year research project funded by the Project Management Institute about the performance of megaprojects. Researchers conducted a systematic review of the megaproject management literature, in which over 6,000 scientific papers were analyzed to identify 18 causes and 54 solutions to address poor megaproject performance.
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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.
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.
The pandemic has hammered the world economy hard. The following methods have proven to be practical cost-saving possibilities—and might inspire you. Adopt what fits your business the best and, hopefully, cope with the difficulties together with your teams.
The Project Economy outlined in 2019 was driven from the convergence of tech, energy and infrastructure. COVID-19 forced a digital upskilling and appreciation for alternative energy that has accelerated the transition.
For employees to feel safe returning to the workplace and adhere to the protections once they get there, they must fully buy-in. They must have confidence in the overall plan while adopting and utilizing changes to the new workplace. To earn their buy-in, we must engage employees throughout the planning and implementation in purposeful and practical ways.
As The Project Economy reimagines business around the concept of projects, the disruption to operations increases. The project delivery function needs to manage that if an organization is going to succeed.
In order to manage innovation to meet global challenges, organizations should implement an approach that joins together the management of individual projects, integrates them to the organizational project perspective for delivery and governance, and aligns them to the organizational strategy.
With project management being a more diverse discipline than ever, what’s the right strategy for developing people into, through and beyond project management?
Developing an authentic personality, through tapping into positive values or ethics, enables us to be true to ourselves and sincere in our interactions with others. Authenticity helps to gradually build trust and collaboration with our stakeholders and provide a sustainable contribution to organizations.
Similar to the technology frameworks behind the scenes of our everyday lives that improve our user interfaces, a client engagement framework can improve how organizations interface with clients, making the organization more effective and improving the quality and level of client satisfaction.
Project management skills have never been more portable. In the current environment, how do businesses secure the PM talent they need to drive recovery and growth?
Our recent work-from-home mandate has accelerated the transition to the electronic cottage, and maybe some of Alvin Toffler’s other predictions about changes to work and society will also come true. What does this mean for project managers?
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