How do we ensure that project managers can be empowered to drive the decisions that organizations need—while still being supported by those organizations? And how can that be achieved in an environment where leaders can drive overall strategy without having to be involved in every key decision?
Connect In Person
We start the new decade with a bang as we present the 13th edition of our annual virtual conference and exhibition! Whether you’re a seasoned PM or new to the field, PMXPO provides an excellent opportunity to learn, network, earn PDUs and broaden your perspective on project management. This year’s show is headlined by keynote speaker Cara Brookins, a bestselling author who rebuilt her broken family by building her own house watching “how-to” videos on YouTube.
Join us for PMI Business Analysis Virtual Conference 2019! This virtual event will explore the latest trends in business analysis and provide you with the insights, resources, and tools to advance your career and enhance project success.
If you perform business analysis, your work is vital to project and program success. To most effectively support your organization and advance in your career, you need to know how to apply BA to any situation and delivery method. The new PMI Guide to Business Analysis will help you achieve this! Get an exclusive preview, with in-depth insights, at the PMI Business Analysis Virtual Conference 2017.
As the market heats up and the complexity of doing business continues to increase, individuals and organizations are seeking insights that might help them simplify things. In the past, things were simpler, and everything revolved around profit, process, product, etc. Prior to the pandemic, organizations focused 80 – 90% on running the business and 10-20% on changing how they do business. In less than 5 years, management focus will be 30% on running the business and 70% on changing the way they do business. While there are change models out there, following one over the others is not the key to successful change implementation. This webinar will discuss key measures for successful change management that flow from leading change through uncertainties.
During the post-pandemic era companies are striving to deliver more with less resources available at their disposal. There are various industry practices such as Lean, Six Sigma and Agile which the companies are trying to understand and embrace. For a successful implementation of these strategies with an overall objective of delivering best value to the customer in the shortest possible time, it is necessary to understand the inner strengths of these philosophies to create a framework for effective implementation. While we talk about Lean, it is basically a methodology to systematically eliminate wastes from the system. Whereas, Six Sigma methodology ensures reducing the variability of a given system. Agile on the other hand, helps project teams to operate with more flexibility, allowing them to adapt to change quickly and develop a product or a service in a faster time as per the changing demand of the customer.
L’innovation étant une préoccupation stratégique croissante pour les organisations, des études récentes montrent que la plupart d’entre elles déclarent ne pas maîtriser les processus d’innovation. Dans ce webinaire, nous présentons un cadre simple, conceptuel et pratique en 4 étapes pour favoriser l’innovation, conditionnel à la réponse honnête de 5 questions structurantes.
The design of governance systems of collaborative relationships should aim for resolving institutional complexity, which further improves organizational resilience for IOPs. By adopting a sequential qualitative-quantitative approach, we conduct research based on empirical evidence to address the issue of resilience of IOPs under institutional complexities. Consequently, this research broadens the perspectives of earlier studies by proposing a shift from focusing on operational conflicts to institutional conflicts and has identified a dynamic stakeholder engagement strategy toward improved resilience. This novel perspective is better aligned with practical reality and provides a comprehensive theoretical framework of governance for improved resilience in the face of institutional complexity.
Save Time With Tools Templates
The purpose of the Portfolio Management Proposal is to articulate an approach for effectively evaluating the impact of each project to the company’s portfolio(s). The process will support project governance, allowing the business to make informed decisions on which projects to execute to deliver the most value to the organization. Use this sample proposal as a starting point and adapt to fit your company and needs.
This Excel sheet helps you track monetary trends for various project items and plots a graph summary based on your entries. Adapt the items and expenses to suit your project.
This Excel template helps you prioritize projects in your organization using objective criteria like strategic fit, economic impact and feasibility. You can adapt this template using other criteria that you can consider. This template helps you determine big-impact, top-priority projects for your organization.
This spreadsheet is used to calculate and compare the TCO (total cost of ownership) and CBA (cost benefit analysis) of multiple alternative solutions. This includes costs and benefits for not only the implementation, but also for additional years of maintenance.
This template can help project managers plan key planning and customer activities in preparation for go-live. It can be easily tailored for deployment planning for projects of all sizes.
Learn From Others
Each year, the strategy team at the Project Management Institute conducts an assessment of global, long-term trends across a range of key issue areas. Conducted since 2007, this annual report examines and evaluates the global trajectory of major trends in everything from climate change to shifting demographics—and explores how these trends are impacting the world of project management and project professionals.
As you plan an agile transformation strategy for your organization, one of the most important questions to ask is, “What tool would work best to help us?” Consider these nine key factors before you make a decision.
What is project management’s future? Will it continue to feel familiar, or is there a radical inflection point on the horizon? To know the answer, it’s important to think about these six dominant uncertainties around how project management is actually practiced.
A lot of project management and administration remains manual. This isn’t exactly the promise of technology making work more effective and efficient. So, what’s going on? Project environments need to make more and better use of software if future performance is to be optimized.
What will project managers be doing in 2030? Believe it or not, with all the work being taken off our shoulders, even more is being added. In the near future, organizational leadership will increasingly expect PMs to be brilliant in a wide range of strategic imperatives.
Some innovations and sci-fi level technologies that we once only imagined in the movies (Internet of the Body? Thought-driven prosthetics?) are just around the corner. Is this something we should applaud or fear?
Organizations can’t succeed without an effective strategy, but strategy alone won’t deliver successful outcomes. And not all organizations are acknowledging that fact.
Are organizations spending enough time thinking about how they can leverage technology to disrupt their industry, or are they are simply focused on streamlining and digitizing? Are you at least thinking bravely?
Disruption is the darling concept of the business press, and the preferred strategic orientation. But it's time to disrupt this notion with an observation: Disruption as a concept is highly overrated. To explore why, it helps to first understand exactly what disruption is—and also acknowledge what it is not.
The climate crisis is a prime example of a Grand Challenge, one with an increasing urgency that needs to be addressed. Up to now, project management as a profession has been key for “getting things done,” and as such is likely to be part of the solution for climate change. But it may not be a straightforward process.
When it comes to creating social impact through projects, the outcomes and impacts should be (almost) all that matters. So why are so many organizations getting it wrong—and what can project managers do to help?
When it comes to organizational change management, a one-size-fits-all approach doesn't work. Here we look at four common situations companies find themselves in—and how that drives the necessary tactics to achieve success.
How can you commit to work if you don’t know whether that work will deliver what you want? Benefits realization isn’t easy, but it’s certainly not impossible. The fundamental issue is that work—and the benefits aligned with that work—is being defined in the wrong way.
Innovation is difficult to measure, track and manage. An innovation accounting system can help to put facts at the forefront of your innovation processes and projects. There is no one-size-fits-all approach to innovation, but these six principles are a good foundation.
What technology trends and predications will shape how organizations operate this year? From a shortage of skilled talent to optimizing infrastructure to continuous change, the C-suite has its work cut out for it.
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