Forget what the PM's background is, forget where their expertise lies. What is the optimal amount of business knowledge that a PM should have on a project? How well do they need to understand the business to be successful? Are you becoming the man or woman who knew too much?
Organizations are expected to deliver more and more with less and less, and that has in part led to the growth of organizational project management. But in this writer's experience, organizations have not been able to define what a successful OPM model looks like. How do you maximize the return on Organizational PM?
The key challenge to organizational PM is that companies tend to view projects in isolation by ignoring the obvious (and sometimes not-so-obvious) linkages. Here we present a list of essential factors to ensure the organization can begin to not just benefit from the discipline of project management, but be able to maximize the benefits that organizational PM can provide.
"Ambition is like a frog sitting on a Venus Flytrap. The flytrap can bite and bite, but it won't bother the frog because it only has little tiny plant teeth. But some other stuff could happen and it could be like ambition."