Consideration is given to the consequences of promoting ideas inside your own organization, providing solutions for managing expectations and emergent demands. Dual lines of supervision in such organizations tend to challenge many of the governing principles upon which traditional hierarchical organizations are founded, resulting in unproductive conflict. During this segment, participants will have the opportunity to examine their specific organization structures. Consideration will be given to alternative market and social forms of governance to manage the dynamic and complex tradeoffs between speed of project execution, the efficiency of human resource development, and the ability to grow and share specialized knowledge. Despite the money spent, there remain significant gaps between what firms know they should do and what they actually do.
Many companies fail to imple-ment the experience and insight they've worked so hard to acquire.
Some companies are doing it, and doing it well. The final segment of this course is a facilitated lab where participants identify the next steps they should take in their quest for organizational mastery of project management, analyze the skills gap assessment, and identify areas of focus for the improvement of project management implementation skills. The Organizational Mastery Methodology, with supporting documentation of integrated planning requirements, is presented. Participants are given the opportunity to identify the barriers to successful implementation of next steps and to develop functional plans for overcoming or avoiding those barriers.