Topics included in Corporate/Organisational Management:
- Useful external web-links
Other related sections of the PMKI:
- For more on project/program selection and prioritisation
see Portfolio Management.
Temporary Subject List - this page is being rebuilt:
General Management: The role of governance is to set the
objectives and 'rules' for an organisation. The role of
management is to achieve the objectives working within the
- The Management of Project and Program Management:
The management of projects, including the roles and
responsibility of project directors and others that manage
project and program managers including skills development
- WP: The Strategic Management of Projects:
Project Delivery Capability. Managing projects
describes an organisation’s ability to select, nurture and
deliver projects and programs effectively.
PDC Taxonomy. The terms used to
describe Portfolio, Program and Project management (a PPP
Taxonomy) and their key governance, support and oversight
processes within an overall Enterprise Project Management
Management of Project Management. This published
journal paper and conference presentation define the gaps
in current literature and practice then outline the
overall framework required by an organisation to
effectively manage the management of its projects,
programs and portfolios.
Multi-Project Management. The role
of a project director; a manager of project and program
managers within a functional area of an organisation.
& Program Sponsorship. This White Paper
focuses on sponsorship, a key element in the successful
delivery of projects and programs.
A Project Manager’s Mangers. This
White Paper is to look at the three main management
processes that support the efficient management of a
project; Portfolio management, Program management and the
role of Project Directors.
Professional Project Management.
Developing the concept of a professional project manager
and professionalism in the management of projects.
Enterprise Environment Factors and
Organisational Process Assets – The Differences. The
PMBOK® Guide defines ‘Enterprise Environment Factors’
(EEF) and ‘Organisational Process Assets’ (OPA) as the two
forms of support (and in some cases constraints) the
organisation and the wider community provide to assist
Is your steering committee costing $5000
per hour?. Effective steering committees work with
the project manager and sponsor to help the project
successfully navigate the organisational stakeholder
environment and resist the urge to interfere in the actual
running of the project or program!
- See also: Governing the
organisation's Project Delivery Capability.
overall capability delivery framework needed by an
organisation to successfully manage its projects and
programs is outlined in WP 1074 - PDC Taxonomy and
the various leveld of Project Delivery Capability (PDC) in WP1079
- Project Delivery Capability. Within this
framework, the discipline of Multi-Project Management is
discussed in WP1077.
- Sponsorship and Project Control Boards: Roles and
responsibility of the project or program manager’s line
manager. Project/Program Sponsor or ‘Senior Responsible
Owner’ and the ‘Project Control Board’:
- Defining project success: the complex question of what
makes a project successful? (see also Setting
and using performance targets for project success)
Achieving Real Project Success.
There are at least three different criteria for success
that can operate independently: Project Management
Success, Technical Success & Business Success.
critical role of the Project Sponsor in providing active
support and guidance to the project is recognised by PMI and
is the subject of our Successful
Project Sponsorship - The critical role of the Senior
Responsible Owner workshop
Useful external web-links
- External Link - to be added