My name is Mark Mullaly, and I'm the department manager for the section entitled 'Organizational Project Management'.
We started up this thread, and the department, because managing projects in an organizational environment is difficult and challenging. At the same time, so very many of us are trying to do exactly that. Whether you are a project manager, a PMO leader or someone trying to implement an organizational approach, this part of gantthead.com has been built expressly for you.
Over the coming weeks and months we'll explore the challenges that often are encountered in an organizational environment -- whether in terms of stucture, process, tools, relationships or organizational politics. In particularly, though, we'll work to identify solutions that work: strategies you can employ, processes that can have an impact, software that makes a difference.
We hope that you will find the new department, and this dicussion thread, a useful resource. We encourage you to come back often. Even more, we encourage you to participate. Ask questions, provide feedback, make suggestions. Participate!
What a good idea! I know that in the Stanford Advanced Project Management program, this really is the whole focus and one of the ways we differentiate is the difference between a single person being productive (say, by becoming an obsessive list-maker or something like that) and a whole group of people firing on all cylinders. You may use some of the same techniques, but it's a whole different ball of wax when you're talking about the entire organization...and much of it relates not only to executing your projects, but also to selecting and integrating them. Saving Changes...
I admit I am intrigued by the term "difficult and challenging".
Is it that the work , the systems used, the personal interactions, the conflicting opinions, the evaluation criteria, immensity of the efforts, and/or the entrenched organizations biases are all difficult to work through or work within? Is it challenging because it's hard to understand, solve, comprehend, or deal with?
Could it be that the "organization" just isn't ready to handle so much change or "good practice" at one time?
I'm looking forward to hearing how organizational "limits" both work for and work against best practices in establishment of the corporate project practice.