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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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.
This session explores the Manifesto for Enterprise Agility, delving into how its values and practices lay the groundwork for organizational transformation. Our experts will highlight how enterprise agility enables organizations to navigate real-world pressures, with empowered teams at the heart of decision-making.
When uncertainty is a constant, what does enterprise agility look like in practice? In this conversation, Ivan Gekht, CEO of Gehtsoft, approaches enterprise agility as an organization’s ability to think quickly and make decisions clearly in unfamiliar situations. Drawing on examples from recent global disruption, he shows why we continuously see the need for organizations in every field to be able to react to what's happening around them. As Ivan points out, readiness is more than speed; it boils down to a vision and set of core values that embrace agility, safe environments for learning, and decision-making placed at the right level. He invites us to remember the human side of agility, explaining that accountability, role fit, psychological safety, and trust all heavily impact an organization’s ability to perform under pressure.
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True AI readiness goes beyond superficial appeal; it requires a deep understanding of the organization's business models, challenges and objectives. This spreadsheet assists organizations in analyzing their maturity for adopting AI solutions.
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.
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.
For many project managers, the need to develop business acumen is relatively new. It can also be intimidating. So what’s the best way to go about it?
Layoffs don’t change what the business wants to achieve. They change what the team can actually deliver. That gap is where most plans fail. Strong project management doesn’t try to close that gap through effort alone. It resets the conversation.
Not everyone has the luxury of choosing their sponsor or pausing a project. These seven creative, tested strategies are designed for real-world project leaders navigating organizational complexity, where titles don’t always equal commitment.
OPM isn’t just a methodology—it’s about aligning every project with the organization’s strategy. Here are eight insights this practitioner learned along the way that can help you reflect on your own practices.
Are you your own worst enemy? Some common preventable problems are holding back the ability of organizations to maximize ROI, as well as to deliver the best possible value to customers and employees alike.
When support functions accumulate too much control, the impact on project performance can be significant, often resulting in tangible delays. Getting back on track doesn’t mean removing support—it means resetting the relationship.
How and where do organizations seek volunteer PMs and other project team members? What is the best way to deploy those volunteers, and how can those organizations add value to the volunteers they enlist?
One aspect of portfolio management is under-appreciated, and as a result, less than ideally managed. Organizational change isn’t even on the radar of many portfolio management functions. That must change.
A coordination framework reframes the client’s role in megaprojects from passive overseer to active design agent. By embedding the four roles across organizational levels, client organizations can better manage complexity, politics, and long-term execution challenges.
As AI technologies become increasingly integrated into project management practices, organizations must develop a robust ethical framework. It requires aligning AI use with organizational values, regulatory obligations, and standards of fairness.
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