Projects and programs are the core of any organization’s strategic initiatives--they are how change happens. Having the talent to implement those initiatives successfully is the critical capability that gives organizations a competitive advantage. Excellence in managing the talent is a key to unlocking that capability. In partnership with PwC, the Economist Intelligence Unit (EIU) and Human Systems International (HSI), the PMI Thought Leadership Series focuses on how talent management impacts project practitioners and, in turn, the successful implementation rate of strategic initiatives. Read more in Talent Management: Powering Strategic Initiatives in the PMO, Spotlight on Success: Developing Talent for Strategic Impact and Rally the Talent to Win: Transforming Strategy into Reality.
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Leading companies are renewing their organizations to position themselves for the upturn in the market--and those that use OPM3 have an advantage.
No matter their sector or location, organizations face a highly complex business environment that demands innovation and the agility to respond to shifting global priorities. As a result, in today's complex global environment, the organizations that thrive are the ones that value project management. This article reports the results of PMI's 2013 Pulse of the Profession--the annual global benchmark research report for organization project and program management.
This article describes an approach to answer a recurring question from upper level management: Do we have the right people managing our projects? It provides a systematic tool to determine whether there is a good fit between business needs and the project managers’ skill profiles. The resulting action plan may provide the required starting point to improve the efficiency of the project management workforce.
Faced with sluggish growth and shifting market priorities, organizations are often tempted to latch on to whatever's being heralded as the next big thing.But the smartest project players are going bac ...
The 2015 PMI Pulse report reveals that organizations are returning to the basics of project, program and portfolio management. By focusing on the fundamental aspects of developing a culture of project management, cultivating talent and defining processes, organizations will capture value and gain competitive advantage.
How many hours does it take to become a project manager? That’s not a trick question, but can become tricky when you try to answer it with any kind of precision.
Few of us set out to become project managers. Where formally developed skills are earned, they generally take the shape of process-based training. Taken as a whole, however, they don’t make up the full set of tools, skills and abilities that a project manager needs to survive--and thrive--in the long term. Thankfully, this well-considered guide to life skills for project managers is here to help.
The talent and creativity of individuals are the next frontier for project managers to manage. The unique nature of project work presents a major talent opportunity. With some thoughtful planning, project managers can build the talents of their team members: a win-win-win situation.
Even the most brilliant strategy won’t mean much unless an organization has the right project and program practitioners to execute on it. And that’s precisely where project management offices can step in to help with the daunting task of finding the talent to fuel strategic initiatives--a big takeaway from PMI’s 2014 PMO Symposium.
The war for project talent rages around the globe — and many organizations are paying a heavy price because they can’t execute strategy. Talent deficiencies hamper 40 percent of all s ...