Project Management

OPM for Business

Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.

You may have brilliant marketing and branding methodologies, but it is through the projects you pick, how you deliver them and the strategies you use to deploy them that you are defined.

You want to have each project represent your organization--and yourself to an extent, so that they are part of an executed plan to give others a perspective on who you are and how you operate. Organizational project management (OPM) is a process that helps refine the integration of these components, creating a degree of mirroring for a corporation where projects symbolize a company and a company symbolizes its projects.

This means there is a temperament to projects, so that implies that the “right projects” have to be chosen by an organization in order to demonstrate not only how they do business, but what they support. Setting up a project/organizational strategy symbiosis like this requires that executives, management and associates are stakeholders in the process. Doing this makes OPM a valuable practice since the successful completion of corporate projects can be partnered with all levels of employees.

Just what is the “right” project, though? Companies that possess a degree of maturity have the advantage of project history to draw from to get a perspective. For those firms with less maturity, however, the challenge is to give significant enough …

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