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Thursday, February 14, 2008
A Prelude to Organizational Excellence
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Increasingly, projects are recognized as major components of almost every organization's work, primarily because projects ensure that organizations remain leaders in their fields by virtue of being directly responsible for creating valuable organizational assets. As a result, there is a trend in many organizations toward using sophisticated tools and techniques in managing projects. Effective project management is considered an essential value proposition for organizations that are committed to improving their competitive edge. Achieving maturity through the implementation of standard methodologies, processes, and procedures to promote repeatable success is viewed as an approach to ensure overall organizational excellence. Numerous maturity models have been developed in various areas. In project management, notably, the Project Management Institute released its organizational project management maturity model (OPM3) in December 2003. However, a broader perspective is required that also includes business development and knowledge management maturity. This presentation describes initiatives under way in the full life cycle beginning with business development and then project management with a focus throughout on knowledge management. It further describes what happens in a typical assessment process and the link between maturity models and organizational success.
Dr. Ginger Levin
Dr. Ginger Levin is a Senior Consultant and Educator in project management. Her specialty areas are portfolio management, program management, the Project Management Office, metrics, and maturity assessments. She is certified as a PMP, PgMP and as an OPM3 Assessor and Consultant.
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