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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Markus Kopko, PMPMarkus Kopko, PMP replied Nov 29, 2023
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Markus Kopko, PMPMarkus Kopko, PMP replied Nov 20, 2023
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Kimberly WhitbyKimberly Whitby replied Nov 20, 2023
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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.
Supply Chain Management (SCM) is the practice of coordinating sourcing, production, inventory management and transportation among all the actors and focuses on speed, cost and reliability of operations. Sustainable SCM adds the goals of environmental and social values to it and this means addressing global issues such as climate change, water security, deforestation, human rights, fair labour practices corruption etc. In short we have to consider all the Sustainable Development Goals (SDGs) of the UN. SCM is inherently operational though various projects could be identified within the chain. The Sustainability paradigm has added another dimension for projects within SCM because many of the initiatives being discussed now and in the near future are in fact projects. These are guided by the recent interest in principles and practices of circular economy, sustainable sourcing waste recovery & management, resource efficiency, reverse logistics etc among others. At some point in time, possibly in the coming decade, sustainability as a mindset will be fully set and one would view it as a an operational parameter, till then all efforts to become sustainable will be achieved largely through projects.
As the world is facing a huge gap for 25 million new project management professionals, understanding and promoting the strengths of women and those identifying as women in the profession is critical. Recent data from PMI, presented in March of 2023, indicates that male project managers outnumber female project managers 3:1. Research has shown however that traits like empathy, listening, collaborative and servant leadership, key traits associated with female managers, enhance engagement and collaboration. In this presentation you will learn more about the differences between men and women as managers; the benefits that women bring to projects and organizations; how to improve your boardroom influence with executive presence behaviors; and you will discover tactics that elevate your success as a female project manager.
Sustainability has become a key parameter for organizations and this means that projects and operations have to be planned and implemented with this objective. At the project level it may be difficult to bring in sustainability initiatives because often times the scope of the project is already determined or it is contractual. To get a sustainability perspective one has to consider it beyond a project outcome and further this needs to be addressed by senior management. Therefore, an organizational level approach would be more appropriate.
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This template is designed to help a PM identify the organizational change management elements of their project. It can act either as a self-contained planning worksheet to feed the overall project plan, or as a collaboration tool for the project manager and organizational change manager to use collectively.
This Project Management Practice Guide for Startups is the main output of the Outspeed Startup project, which is funded by the European Union (EU) and carried out by the PMI Turkey chapter in collaboration with the PMI Bulgaria, France and Slovenia chapters and in association with the Ankara Development Agency. This guide introduces a customized project management approach for startups.
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.
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.
Have you thought about the business model of your company? With the practicality of a template, this article describes a great strategic tool—and how to build one with your team and stakeholders to enhance understanding and value on your project.
To ensure your PMO is structured to manage the complexities related to the flow of projects that continually pass through the organization, you must instill these traits into its policies, practices and procedures...
For organizational change management strategies to be successful, they must be tethered to transformational leadership practices. Are you an authentic transformational leader?
Many organizations are migrating their data center infrastructure to the cloud. And given the ubiquitous nature of cloud computing, they like the idea of hiring people who have some idea of what it is. For PM professionals, training or even a certification in cloud computing can be a rewarding career path.
We have to look at more than just the traditional project portfolio when it comes to advancing a business—and that means PMOs also have to look beyond projects. But what does that actually look like? Two specific portfolios are becoming more critical to organizational success.
Organizational change management helps ensure that changes are implemented smoothly and efficiently, and that they are aligned with the overall goals and objectives of the company. But how do you approach it differently in an agile versus waterfall environment?
You need to show off your leadership skills by preparing for major obstacles faced in agile transitions. Whether it’s stakeholders wanting to revert back to a legacy methodology or executives balking at changes to status reporting, you need to respond in a constructive manner and help drive the transition forward.
At the intersection of how organizational practices are framed and how accountability for project management is articulated lies four possible scenarios for our PM future. Which dimensions are more or less likely to emerge going forward? This is where there are some intriguing insights...
Nearly a decade ago, this practitioner examined the proposition that if we want to understand what project management’s future might look like, a good place to start is to look at how people in the past envisioned the future. Is that proposition still valid?
There are many uncertainties that frame how project management will advance. Here we share four scenarios of our possible future—and none of them are influenced by the evolution of technology, toolsets and software. Which future looks the most promising to you?
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