Yes, folks…you do need to create and maintain a governing program organization chart for your large-scale project and/or program. It sounds simple, but the effects and gains can be dramatic if it is applied correctly. Keep these tips in mind to ensure success.
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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.
One of the 2017 PMI Award for Project Excellence winners, ICT fitout delivered ‘As a Service’ for 1 William Street, saw Dimension Data develop an industry-first technology solution for the Queensland State Government that has provided a benchmark platform that can be readily applied across all state-owned building into the future. Despite challenges, such as having to deal with a large and diverse subcontract base which introduced complexity and potential cost implications, the project was delivered on time and on budget. Learn about this award winning project’s challenges, best practices, and lessons learned in this webinar.
Shaping your Intercultural Project Leadership: How to Leverage Cross-Cultural Challenges in your Project
Intercultural gaps threaten many projects. National cultures, job cultures, enterprise cultures, generational cultures: any gap in those components can lead projects to face culture clashes…and additional problems. Yet, project managers can not only actively manage those gaps, but also leverage them and thus extend leadership skills. This webinar will highlight which levers project managers can use to identify and proactively manage intercultural factors within the project, and suggest practical ways to develop an intercultural leadership style which can be effective both at personal and team level.
This is the 5th annual PMI Santa Series. Organizational Project Management (OPM) is the systematic management of projects, programs, and portfolios in alignment with the achievement of strategic goals. Sounds great yet how do we actually translate that into our daily project management work?
Save Time With Tools + Templates
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.
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.
What did project management look like in 1998, and how has it evolved since? And what will it look like 20 years into the future? What do you see? What are the processes? How are we thinking about projects?
As organizations become more agile, the importance of effective and efficient planning becomes ever more crucial. Ironically, as that happens, the project plan as we know it will head the way of the dinosaur.
Unfortunately, not all projects successfully deliver what they set out to achieve. The harsh reality is that some projects end up being cancelled. In this article, the author explores why some projects should be cancelled, identifying two main categories of cancellation—and how they should be handled.
Young project management practitioners—who are relatively new to the profession and started their career during this exciting new age of landscape-shattering business paradigms and technology innovations—hold the key to the next phase of successful project management for organizations globally.
Management philosophy believes that what is measured gets managed. Hence, metrics suggest whether the process is in order or needs external interference. They form the basis of control in any organization. Learn more about the key features of effective metrics.
As project management evolves and organizations focus on faster paths to delivery, is the role of project manager set to change dramatically?
Project management has evolved in the last few years, but not all elements have evolved at the same rate. The next generation of PMs will challenge that.
The words “methodology” and “framework” are often used synonymously in project management environments. Let's clarify how and why they are different so that you can set a target for which approach and style make the most sense for your environment and organization.
A program manager must monitor progress on the projects that make up the program without treading on the toes of project managers. How do you walk that tightrope?
As project management becomes increasingly business focused, is the separation between project and program manager skill sets diminishing to the point that it’s becoming irrelevant?
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