Organisational project management

For organisations where the problem is not one team’s skills, but how the whole place governs delivery.
A consulting engagement rather than a course. Delivered for the SABIS Network in Lebanon, and shaped to the organisation rather than to a syllabus.

You can certify everyone and still deliver badly

Training fixes what individuals know. It does not fix what the organisation asks of them. When the same problems keep arriving regardless of who is running the work, the cause is usually structural — and sending more people on a course will not touch it.
These are the symptoms worth taking seriously.

Every team reports differently

Two status reports from two functions cannot be compared, so leadership cannot see the portfolio — only a pile of individual accounts of it.

Good people, repeated outcomes

Capable managers keep producing the same overruns. When the result does not change with the person, the process is producing it.

Nobody can say what is worth doing

Projects are approved one at a time, on the strength of whoever is asking, with no view of what the organisation is already carrying.

What organisational project management means

It is the framework that connects what the organisation is trying to achieve to the projects and programmes it actually runs — so that work is selected because it serves the strategy, governed consistently once it starts, and reported in a way that lets leadership steer rather than react.
In practice that means four things existing and being used, rather than existing in a document nobody opens.

A way of choosing work

Projects selected against the strategy and against each other, so capacity is a decision rather than a surprise.

One way of running it

A method proportionate to the organisation — enough structure to make work comparable, not so much that people route around it.

Governance that decides

Clear decision rights and escalation, so problems reach the person who can act on them while acting is still cheap.

The capability to sustain it

People who can work the method after the consultant has gone, which is the only measure of whether an engagement worked.

How an engagement runs

Shaped to the organisation, but the shape of the work is consistent.
01

Understand what is actually happening

How work is chosen, run, governed and reported today — from the people doing it, not from the process documentation.

02

Design what it should be

A method, a governance model and a reporting standard proportionate to the organisation — designed with the people who will have to live inside it.

03

Embed it so it survives

Coaching the people who will run it, on live work rather than in a classroom, until the method is what the organisation does rather than what it was told to do.

Delivered for the SABIS Network, Lebanon

An organisational project management assignment rather than a training course — and the engagement this practice is built on.
Ask for the detail and it will be shared in the conversation rather than published here.

Who brings this in

Not usually the training function. This is bought by whoever owns delivery across the organisation — a PMO head, a COO, a head of transformation, or a CIO who has run out of patience with a portfolio nobody can see.
It sits above the workshops on this site rather than beside them. Training raises what individuals can do; this changes what the organisation asks of them. Where both are needed, the consulting usually comes first, because it determines what the training should be teaching.

Scope is agreed, not assumed

The first conversation is about what is actually going wrong. If the answer turns out to be training, that is what you will be told.

Kavita does the work

Not a team of associates working from a framework. The same person who writes the standards and teaches the workshops runs the engagement.

Invoiced like any supplier

A registered company, invoiced in your company name with GSTIN, so procurement has nothing to work around.

What organisations ask before they start

A course changes what individuals know. This changes what the organisation asks of them — how work is selected, governed and reported. If your managers are already capable and the same problems keep arriving anyway, training is not the lever.
It depends entirely on the size of the organisation and how much of the framework already exists. That is settled in the first conversation, before anything is quoted, rather than fitted to a standard package.
That is the usual failure and the reason the third stage exists. The method is embedded by coaching the people who will run it, on live work rather than in a classroom, until it is what the organisation does. An engagement that ends at the design stage has not finished.
Yes, and usually with them rather than around them. A PMO that has been asked to enforce a method it did not design is often the most useful group in the building — they already know where it breaks.
Quoted on request once the scope is understood. Invoicing is in your company name with GSTIN.
Often it should be. The consulting decides what good looks like in your organisation, and the workshops then teach your people to work that way. Where both are wanted, the consulting normally comes first.
KAVITA SHARMADelivery inconsistent across the organisation? Ask Kavita directly.
Ask Kavita

Who does the work

Kavita Sharma, PMP and PgMP, contributed to the PMBOK® Guide Sixth and Eighth Editions and spent sixteen years leading projects and programmes at Microsoft, Tech Mahindra and Sapient before she taught them.

She wrote part of the standard

Significant Contributor to the PMBOK® Guide Sixth Edition and a contributor to the Eighth — the framework most organisations are trying to apply.

She has run the work

Sixteen years as a practitioner before ten as a coach, so the design is tested against how organisations actually behave.

She teaches what she designs

Which means the capability stage is not handed to someone else once the framework is agreed.