The Organizational Project Management Baseline Study has been helping organizations to understand the processes and capabilities by which they manage their projects. The 2002 Organizational Project Management Baseline Study is the fifth annual study of organizational project management practice conducted by Interthink Consulting Incorporated. This article explores some of the key findings.
Shifting Perspective: A New Way of Thinking About Organizational Projects
Companies are created, structured and run primarily to deliver operational products and services. Projects, however, are still critical to these organizations success – in creating, enhancing, replacing and retiring products and services in response to competitive and market demands. This article explores how these functions can effectively co-exist.
Maturity Models: A Framework for Organizational Improvement
There has been a lot written about the idea of project management maturity, yet there persist a number of challenges, half-truths and misunderstandings about how they work and what they are used for. This article attempts to shed some light on an important construct.
The Battle For Control: A Tale Of Two Factions
For many organizations, enormous turf battles are waged over who controls the projects, as well as who ‘owns’ the project managers and can therefore direct their activities. This article explores the challenges of establishing—and maintaining—control.
Maturity Models: A Framework for Effective Organizational Improvement
This article provides an overview of maturity models, how they are often misunderstood, and the role they can play and significance they can contribute to improving organizational project management practices.
Project Management Where You Live: Where Should The Responsibility For PM Really Lie?
Continuing our discussion of the role of project management in organizations, this article explores what organizations look like when project management and operations management start to play nicely together in the same sandbox.