Project Management

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Connect In Person

PMI® Organizational Agility Conference 2019

September 12, 2019 | Online

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.

PMI® Organizational Agility Conference 2018

September 12, 2018 | Online

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.

PMI Organizational Agility Conference 2017

September 13, 2017 | Online

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.

Upcoming Webinars

Making the Project Charter Success Focused

Jul 11, 2022 2:00 PM EDT (UTC-4)
PREMIUM webinar

A lean, concise, and easy to read charter allows the team to focus on delivering within the success criteria. This presentation discusses this new paradigm and impact to organizations as well as the roll of charters in funding capacity, EPICS and charters, and integrated work teams. Can we deliver value faster if we adopt new business rules regarding the project faster? The purpose of the charter is to authorize the project manager to start delivering on the project. It is not to cut and paste from all over to make an all-inclusive summary of all business intelligence that justified the project. I propose to make it a lean document focused on the outcomes and capabilities and the definition of success. Items that have a workflow/life cycle (risks, assumptions, issues, etc.) do not need to be in a charter, they are taken care of elsewhere.

On-demand Webinars

People & Project Management: Valuable Takeaways of My Journey in the Mobile Phone Industry

by Armando Arriaga Castañeda
May 05, 2022 | 61:00 | Views: 3,227 | PDUs: 1.00 | Rating: 4.45 / 5

Building a winning organization is not an easy task, and to succeed it needs to have solid foundations, foster collaboration and embrace continuous learning. Each of us have a key role in this success, whether as an individual contributor, Project Manager or head of the organization. In this webinar I share the most valuable lessons I´ve learned and cherished in Project and People management throughout my 15 year journey in mobile phones industry as part of global Quality Assurance organizations.

Governance of Interorganizational Project Networks

by Ralf Müller Christine Unterhitzenberger Nathalie Drouin
March 23, 2022 | 61:26 | Views: 5,080 | PDUs: 1.00 | Rating: 4.35 / 5

Interorganizational networks for joint project execution increase in popularity, as they allow for efficient use of scarce and specialized resources. These networks are typically hybrid designs, including hierarchies and network structures, which need to be governed simultaneously. That poses a challenge to traditional governance theories, which typically assume either a hierarchical or a network structure, but not a mix of it.

See all Organizational Project Management On-demand webinars

Save Time With Tools + Templates

Monthly Audit Template

PREMIUM deliverable
by Ishita Mitra

This template is to be used by internal auditors for reviewing project governance and compliance with organizational standards. This template focuses on the project budget, resource utilization and project health. It can be further expanded to include other project constraints; add more details as per your organization's audit needs.

OPM3® Self-Assessment Questionnaire

deliverable
by Marcos Guoglielmi

Get help assessing your organizational maturity with this set of 500 questions that correspond with PMI's Organizational Project Management Maturity Model (OPM3®).

OPM3® Self-Assessment Questionnaire (Spanish)

deliverable
by Marcos Guoglielmi

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.

The Project Canvas

PREMIUM presentation
by Antonio Nieto

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

The History of OPM3

white paper
by John Schlichter

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 Matters Won’t Measure

by Mark Mullaly, Ph.D., PMP

If what we measure prompts change, then we have to be careful what we evaluate so that attention is focused on those things that are most meaningful and important. We are exhorted to “measure what matters” with “key performance indicators"—which often miss the mark.

Stop Shunning Subjective Performance Measures

by Andy Jordan

"We need to guess if we are successful?!” They often get a bad rap, they’re often misunderstood, and executives frequently want to avoid them. But subjective performance measures help when there simply isn’t a way to know whether benefits have been achieved.

How to Overcome Common Metrics Mistakes and Make Numbers Your Ally

by Bruce Harpham

It’s easy to be taken in by numbers. But ultimately, metrics are just as fallible as people. The answer is not to adopt a nihilistic view—to give up numbers and data. No, the better way is to boost our data literacy and how we act on metrics.

Metric-Driven Scorecards: Keeping Score the Right Way

by Michael Wood

Let’s face it—not too many people want to be measured. However, done right, a scorecard can become a much-appreciated way for project teams to demonstrate how fast, effective and proficient they are in delivering project objectives.

Managing Pandemic Change: A Parent Teacher Organization Response

by Nina Jameson

As communities re-emerge from the pandemic, how do we adapt our organizations to support our stakeholders as they transition to this new world? Using a parent teacher organization as a case study with diverse stakeholders, a structured approach can be identified with three primary components.

8 Ways To Improve Organizational PM

by Andy Jordan

In many companies, the project management environment makes it harder for PMs than necessary. What should we be doing in 2022 to improve project management in our organizations? Here we look at eight ways to improve the quality of project delivery.

North Pole, We Have a Problem

by Andy Jordan

2021 represents one of the most challenging seasons Santa and his team have ever experienced, from the pandemic to supply change problems and pricing. Here’s a report direct from the front lines (or at least the North Pole).

The Do's and Don'ts of Volunteering

by Andy Jordan

Philanthropy is an important tool for groups to get things done, but project managers and organizations need to approach it in the right way. Here are three key guidelines to follow, along with some do's and don'ts.

Topic Teasers Vol. 145: Focus on Flow, Not Team Speed

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

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?

‘Good Enough’ Is Old Enough

by Andy Jordan

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?


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