Creating executive value awareness

Although executives usually value project management for the technical capacity and competency it provides to their organization, they rarely think of the discipline as a prominent organizational practice, as component that serves business needs and accomplishes organizational goals. This paper examines three perspectives that project managers can use to strengthen their case for organizational investment in project management. It subsequently looks at the executive frame of reference, project management capability indicators, and project management and business practice integration. In doing so, it describes the relationship of project management to revenue generation, operational efficiency, customer satisfaction, and business indicators. It also discusses the organizational impact of using a projectmanagement methodology, implementing a project management office (PMO), and embracing project portfolio management. Through this argument, it puts forward that project management is both a technical discipline
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