Project Management
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319 items found

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OPM: Getting from 'Here' to 'There'

by Craig Curran-Morton

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.

Organizational PM: Dream or Reality?

by Mark Mullaly, Ph.D., PMP

Organizations do a lot to implement what is viewed as project management. But do organizations have an organizational project management capability? To understand whether we do or not, we have to understand what this actually means, explore where organizations are today and evaluate how close we actually are to the attainment of this goal.

The Virtue of Patience

by Joe Wynne

Large organizational change associated with projects causes a generally predictable pattern of workforce response. Your savvy of this response can help you get your job done. Read on for more about early Control phase interactions during organizational changes.

A Personal Approach to PM

by Mark Mullaly, Ph.D., PMP

How do we adapt in the face of consistency, or of anarchy or of brutal regimentation? As project managers, the only thing we really have control over is ourselves. Given this, how do we change our approach in a way that enables us to be effective in producing project results, rather than bashing our head repeatedly against an unfeeling and unchanging wall of bureaucracy? Here we take a look at adaptation in the face of organizational consistency.

Untangling the Project Organizational Chart

by Kenneth Darter, PMP

Organizational charts can become a tangled mess of lines and overlapping boxes. The project manager must untangle this mess so the project can progress. Sounds like a little R&R is what we all need...

Is Your PMO an Integral Part of Organizational Leadership?

by Andy Jordan

We now look to PMOs to take more of an active role within the entire lifecycle. For that expanded role to be successful, the PMO needs to be more than simply the guide and controller for project execution; it needs to be accepted into a leadership role within the organization--partners with business units and accepted experts on portfolio execution.

Organizational Culture: Essential Training for PMs

by Jiju (Jay) Nair, PMP

The availability of certification opportunities should not stop project managers from taking advantage of the most valuable of all the training that they can get: organizational culture training. So what should organizations and PMOs do to make their project managers much more savvy in addressing the corporate culture booby traps?

Maturing Project Management with the Use of a Methodology

by Atul Ganatra

Recognizing the need for and benefits of a tailored methodology helps an organization instill discipline and consistency in the ways in which project managers manage change delivery. This article explains the benefits of implementing a customized methodology, the factors that affect the ways in which it undertakes these changes, components of a project management methodology, the stages of its implementation, and a few points for avoiding pitfalls.

Adapting To The Times

by Michel Thiry

Governance means more than just establishing control—it must allow enough flexibility for change.

Positive Prognosis for Schering-Plough

by Gregory J. Szpunar

Under a six- to eight-year plan that kicked off in 2003, global sciences giant Schering-Plough Corp. is trying to transform itself into a new kind of health­care company


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