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.
Connect In Person
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.
On the road towards a sustainable future, one of the topics which finds frequent mention is the circular economy. This requires that we look at initiatives with a total and holistic perspective. This applies to project professionals as well. How do we as project managers reconcile between project as a temporary endeavor with a circular economy which is essentially long-term and operational in nature? How can we contribute towards and benefit from this economic activity? This talk will deliberate on understanding the opportunities and challenges of a circular economy and what it presents for project professionals. It will help in further exploring our roles in our projects, organizations and society. Examples and case studies will be included to give a picture of current happenings.
A lean, concise, and easy-to-read charter allows the team to focus on delivering within the success criteria. This presentation discusses this new paradigm and impact to organizations, as well as the roll of charters in funding capacity, EPICS and charters, and integrated work teams. Can we deliver value faster if we adopt new business rules regarding the project faster?
Save Time With Tools + Templates
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.
This template is to be used by internal auditors for reviewing project governance and compliance with organizational standards. This template focuses on the project budget, resource utilization and project health. It can be further expanded to include other project constraints; add more details as per your organization's audit needs.
Get help assessing your organizational maturity with this set of 500 questions that correspond with PMI's Organizational Project Management Maturity Model (OPM3®).
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.
Learn From Others
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.
A lot of organizations make use of contractors to supplement internal project management capabilities, but what’s the most effective approach to use them? Should you continue to use the same ones? The answers aren’t always simple, but the questions are important to ask.
Are organizations spending enough time thinking about how they can leverage technology to disrupt their industry, or are they are simply focused on streamlining and digitizing? Are you at least thinking bravely?
Disruption is the darling concept of the business press, and the preferred strategic orientation. But it's time to disrupt this notion with an observation: Disruption as a concept is highly overrated. To explore why, it helps to first understand exactly what disruption is—and also acknowledge what it is not.
When it comes to organizational change management, a one-size-fits-all approach doesn't work. Here we look at four common situations companies find themselves in—and how that drives the necessary tactics to achieve success.
In our era of disruption marked by skyrocketing costs and supply chain meltdowns, the need to use our time and resources wisely has never been so important. What types of environment friendly activities can be woven into projects that are not necessarily green or “social good” focused—without impeding on the project’s original goals?
If what we measure prompts change, then we have to be careful what we evaluate so that attention is focused on those things that are most meaningful and important. We are exhorted to “measure what matters” with “key performance indicators"—which often miss the mark.
"We need to guess if we are successful?!” They often get a bad rap, they’re often misunderstood, and executives frequently want to avoid them. But subjective performance measures help when there simply isn’t a way to know whether benefits have been achieved.
It’s easy to be taken in by numbers. But ultimately, metrics are just as fallible as people. The answer is not to adopt a nihilistic view—to give up numbers and data. No, the better way is to boost our data literacy and how we act on metrics.
Let’s face it—not too many people want to be measured. However, done right, a scorecard can become a much-appreciated way for project teams to demonstrate how fast, effective and proficient they are in delivering project objectives.
As communities re-emerge from the pandemic, how do we adapt our organizations to support our stakeholders as they transition to this new world? Using a parent teacher organization as a case study with diverse stakeholders, a structured approach can be identified with three primary components.
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