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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Md. Golam Rob TalukdarMd. Golam Rob Talukdar replied Nov 25, 2024
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Gary CzaplaGary Czapla replied Nov 22, 2024
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Danny SeowDanny Seow replied Nov 20, 2024
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Md. Golam Rob TalukdarMd. Golam Rob Talukdar replied Nov 10, 2024
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Kemoy McIntyreKemoy McIntyre replied Oct 31, 2024
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Mohammad ZaripourMohammad Zaripour replied Oct 29, 2024
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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 presentation is focused on research on organizational context, particularly on studying the dimensions of the organizational context in the realm of projects.
Supply Chain Management (SCM) is the practice of coordinating sourcing, production, inventory management and transportation among all the actors and focuses on speed, cost and reliability of operations. Sustainable SCM adds the goals of environmental and social values to it and this means addressing global issues such as climate change, water security, deforestation, human rights, fair labour practices corruption etc. In short we have to consider all the Sustainable Development Goals (SDGs) of the UN. SCM is inherently operational though various projects could be identified within the chain. The Sustainability paradigm has added another dimension for projects within SCM because many of the initiatives being discussed now and in the near future are in fact projects. These are guided by the recent interest in principles and practices of circular economy, sustainable sourcing waste recovery & management, resource efficiency, reverse logistics etc among others. At some point in time, possibly in the coming decade, sustainability as a mindset will be fully set and one would view it as a an operational parameter, till then all efforts to become sustainable will be achieved largely through projects.
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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.
Achieving successful project outcomes is especially difficult in environments with extreme resource scarcity. A new PMI-funded study explored this issue, focusing specifically on bricolage—“making do with what is at hand.”
In an effort to reduce costs—and citing technology that can supposedly automate and streamline some tasks—companies might be convinced they can eliminate one or more project manager positions. Here's why that is a horrible idea.
In most organizations, there are plenty of opportunities to reduce the cost of delivering projects—but it requires an enterprise-wide perspective to identify and address the opportunities.
Adopting and evolving a hybrid work model as soon as possible will allow PMs and teams to become comfortable, and for organizational best practices to be developed. But how many organizations are ready for all these changes?
What factors improve the odds that project teams will deliver superior project performance? What factors inhibit those performances? Here we explore some power skills, address some disablers, and shatter some common myths.
For many organizations, PMOs are still inevitably viewed as an IT-aligned function. That needs to change. When a company's only PMO is within IT, there is never going to be sufficient visibility to ensure that the net value delivery is positive.
Is technology now reaching the point where it is advancing for the sake of it, not because anyone actually needs it? Are the organizations that are buying artificial intelligence tools actually going to use them the right way?
Hybrid isn’t coming, it’s already here. And the reason that it is becoming so popular is obvious: It works. That means that organizations must not only embrace the concept, they must ensure that their project delivery environments allow it to be used.
Our webinar Hybrid Project Management: Fit-for-Purpose to Drive Performance explored how the rise of hybrid approaches is playing out in practice today. We received a lot of great questions that we didn’t get a chance to cover, so here we continue the conversation with more valuable insights!
Question: I just heard of a new way to set up management of an organization: holacracy. Is this a tested system? Does it work? My sense is that it means to do away with traditional management as we know it and turn everything over to the employees. Any firm knowledge of it being tried—and being an advantage to an organization?
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