According to PMI Organizational Project Management (OPM) is the systematic management of projects, programs, and portfolios in alignment with the organization’s strategic business goals.

PMI has project, program, and portfolio standards. Next, project managers need to explore how to practically integrate that with the management infrastructure of an organization. Why? Our organizations have stovepipes. We appropriately look to optimize project management practices and inadvertently not always link that to how it improves the organizations we serve.

PMI defines tools and techniques for each project, program, and portfolio areas. We have an opportunity to next define interfaces that bind project, program and portfolio process with the general management process areas of planning, organizing, staffing, leading, controlling and motivating. Why? The budget spent on projects is just one area of spend that is in the control of senior leadership. We are spending the organizations money but how relevant are we to improving organizational results vs. other organizational change projects or sales enablement efforts. I could name other examples but projects are just part of the system of management efforts. Let’s define how we rate vs. other initiatives that can improve results that are important to management or our customers.

Most importantly, Organizational Project Management aims to improve maturity and effectiveness of the organizations we serve not just to deliver projects. We want to measure, and improve internal processes and external linkages to the general management and operations of our organizations.

In your experience, are these concerns that matter to your management or your next promotion? Would love to hear.

Project Management Institute (PMI) has a new community that is launching this Friday; the Organizational Project Management (OPM) Community of Practice (COP.) It is a virtual community of project management professionals that will talk about how to integrate project, program, portfolio management practices with the management infrastructure of an organization.

Project work is important. This blog spends a lot of time talking about how to improve the tools, techniques and disciplines around performing project, program and portfolio work. Staying focused on incrementally improving project management domain disciplines is needed to improve consistently and predictably delivering project results. The only problem is that many organizations don’t need incremental improvements. They need big improvements to stay ahead of the big economic, customer, market and external pressures that the market or other stakeholders demand.

So the question to big bang improvements lies in two areas.

1)       Aligning project work with strategic direction

2)       Providing project work that benefits operations or provides revenue from customers

The portfolio domain has identified practices that allow project spending to be identified, tracked, monitored and optimized. The Organizational Project Management COP wants to additionally influence leadership actions that facilitate successful discussions when monitoring the health or re-optimization of projectized spend.

The program domain states that benefits must be indentified. The Organizational Project Management COP additionally wants to discuss practices and philosophies that apply this concept to real project practices.

In your experience, which one is your organizations biggest pain point; aligning to the strategic direction or providing project work that really helps operations or grows revenue? Would love your comments.

Being a successful project manager with a track record of delivering projects on time and on budget is the minimum criteria for any successful project manager. Increasingly project managers are no longer solely evaluated on project performance, but they also need business acumen and organizational agility to survive industry and organizational upheavals.

So what is business acumen? According to Merriam-Webster it is discernment, especially in practical matters. For project managers in each project domain it could mean:

·         Projects: Appropriately tailoring project management tools and techniques to the complexity and risk of each project

·         Program: Ensuring communication among disparate stakeholders and recognizing and addressing communication issues among disparate project stakeholders while balancing their needs with project goals

·         Portfolio: Implementing governance disciplines while keeping the focus on delivering benefits to the wider organization under time and political pressures.

Discernment choices come a thousand times each day. What issue do I address? How many issues do I address before I risk being buried and not seeing the wider picture for the urgency of the moment. When do I need to motivate resources to participate collaboratively vs. removing decision choices from stakeholders who use those choices to resist change? How much time to I make to grow myself and grow others?

Discernment comes from understanding what is needed to move yourself and your organization to the next level of alignment to enterprise strategy.

What does having business acumen look like?

·         Identifying the corporate strategy

·         Identifying your project, program or portfolio path

·         De-prioritizing anything that isn’t helping you get there

That’s business acumen. That’s being a project manager that can carry on a conversation with senior project management leadership. Those conversations allow you visibility to be assigned to new enterprise project work.

What is organizational agility? Merriam-Webster calls it nimbleness. If the organizational strategy changes, how fast can the portfolio be optimized for the new strategy?

PMI has a new community that is launching this Friday; the Organizational Project Management (OPM) Community of Practice (COP.) It is a virtual community of project management professionals that wants too:

“Integrates project, program, portfolio management practices with management infrastructure of an organization.”

Project managers can help organizations not just implement projects but implement the right projects that delivers benefits that management cares about. It is really a change of focus:

·         From projects to what projects deliver

·         From execution to excellence

·         From best practices to competitive advantage

Do you agree that the definition of project manager success is changing? If so, what is your prescription for helping project managers address the challenge of making project work count?

Rosemary Hossenlopp, founder of Project Management Perspectives is the facilitator of an audio series by key project management professionals on what Business Leaders must understand about accelerating execution of strategy through project work.
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Rosemary Hossenlopp, founder of Project Management Perspectives is the facilitator of an audio series by key project management professionals on what Business Leaders must understand about accelerating execution of strategy through project work.
Read the rest of this entry »