how opm help companies acheive strategic objective

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PMI OPM3Standard Update: How

Organizational Project Management(OPM) Helps Companies Achieve

Strategic Objectives

Scott Patton

Patton and McClelland Consulting

September 15, 2009

PMIWDC Chapter


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Outline

Introduction

Overview of organizational projectmanagement

Overview of PMI OPM3

Update on PMI OPM3activities

Discussion and questions

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INTRODUCTION

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Scott Patton - Background

20+ yrs PM Experience 6+ yrs supporting PMI

Project manager - EHSprojects in nuclear weaponscomplex

Consultant - helping clients

build project managementcapabilities andcompetencies

Business owner - OPMbenchmark assessmentsand knowledge sharing

Developed / teach project

management certificateprogram

Assessed OPM3Productsuiteand training

One of first 20 certifiedOPM3consultants

Led initial OPM3ProductsuitePilot

Supported development ofOPM3

assessmentmethodology

Member PMI OPM3AdvisoryGroup

Instructor for PMIs OPM3Fundamentals Course

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Permissions

PMIand OPM3are registered trademarks ofthe Project Management Institute

Permission was provided by PMI for use oftheir material for this presentation

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ORGANIZATIONAL PROJECTMANAGEMENT

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OPM - application of project management

throughout the organization Project management has become a strong discipline for

meeting project objectives (tactical level)

Project management is becoming a whole organizationactivity to meet business goals (strategic level)

Projectized organizations

Much of corporate risk is associated with managing theportfolio of investments

Competitive pressures

Changes in policy and strategy Indications of this change are current research, the

development of new standards, and increasing # ofcertifications available

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Aligning Projects to Strategy

PROJECTS

PROGRAMS

PORTFOLIOS

STRATEGY

OBJECTIVES

STRATEGIC GOALS

OPTIMIZATION

BENEFITS

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From Strategy to Execution

The right combination of theright projects done right.

Project management for superior execution

Program management to integrate projectsthrough executive sponsors: more than thesum of the parts

Portfolio management to choose the projectsand programs that fit a specific organizationsculture, strategy, and change goals

Dinsmore, P. C. & Cooke-Davies, T. J., The Right Projects Done Right!, 2006, p. 1

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Focus on the Three RightsRight Responsible

PartiesCriteria for Success Critical Success Factors

The rightcombination

of

Seniormanagement

Strategy implemented Productivity improved

Right projects done Projects done right

Portfolio management Continual improvement

Comprehensive andreliable metrics

the rightprojects

Projectgovernance,executive

sponsor,client, owner

All benefits realized Stakeholders satisfied

Clear and attainable goals Stakeholder commitment Benefits processes

Project strategy

done right. Projectmanager,

project team

Time, cost, quality,scope, technical

performance, safety

Clear and attainableobjectives

Capable and effective team Adequate resources Clear technical reqs Effective planning and

control

Realistic risk mgt.Dinsmore, P. C. & Cooke-Davies, T. J., The Right Projects Done Right!, 2006, p. 4

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PMIS OPM3STANDARD

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What is PMIs OPM3?

The Organizational Project

Management Maturity Model

(OPM3) is a framework that

provides an organization-wide

view of portfolio management,program management, and

project management to

support achieving Best

Practices within each of these

domains.

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OPM3is the bridge to success by linking projects withorganizational strategy

OPM3Framework

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OPM3 The Standard

A model for self-assessment of OPM maturity

A global best practice Standard for OPM maturity

Developed by Project Management Institute(PMI) 1998 to 2004

Developed in accordance with the AmericanNational Standards Institute (ANSI) and the

International Organization for Standards(ISO)

Second edition released December 2008

Developed by volunteers worldwide Can be used for any size and type of

organization

Can be used throughout the world

Can be used in almost any industry

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Elements of OPM3

The KNOWLEDGE element

Explains organizational project management, OPMmaturity, and explains why it is important

Uncovers Best Practices in the following domains:

Project Management

Program Management

Portfolio Management

Organization enablers

The ASSESSMENT element

Lets organizations evaluate their currentmanagement processes, assess their projectmanagement maturity, and identify areas that are in

need of improvement

The IMPROVEMENT element

Helps organizations prioritize improvement areasand map out the steps needed to move from

current maturity to increased maturity (developCapabilities that add up to Best Practices)

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Best Practices, Capabilities,

Outcomes, and KPIs

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OPM3Best Practices

OPM3Best Practices

SMCI BestPractices

OrganizationalEnablers

SMCI Best Practices

Standardize

Measure Control

Improve

Organizational Enablers

Facilitate the implementationof Best Practices

Help make organizationalimprovements sustainable

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Relationships Between PMI Standards OPM3is aligned with all other PMI global standards

AlignmentAlignment

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Process: Develop Project Management Plan

Standardize: Develop Project Management Plan Process

Active process governing body,

Documented,

Communicated, and

Standardized (consistently implemented and repeatable).

Measure: Develop Project Management Plan Process

Customer requirements incorporated in measurements,

Identified critical characteristics,

Measured critical characteristics, Inputs related to results, and

Measured critical inputs.

Control: Develop Project Management Plan Process

Control plan developed,

Control plan implemented, and Stability achieved.

Improve: Develop Project Management Plan Process

Problems identified,

Improvements implemented (indicated by widespread participation),

and

Sustainable improvements.

SMCI Best Practices (1 of 2)Best

P rac t i ce

1020

Best

P rac t i ce

1710

Best

P rac t i ce

2250

Best

P rac t i ce

2640

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SMCI Best Practices (2 of 2)

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Organizational Enablers (1 of 3)

OrganizationalEnablers

Portfolio

Projects

Programs

OE Bes t

Pract i ce

OE Bes t

Pract i ce

OE Bes t

Pract i ce

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Organizational Enablers (2 of 3) An example of an Organizational Enabler Best Practice is:

Its Capabilities are:

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Organizational Enablers (3 of 3)

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OPM3 Improvement Cycle

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Organizational Maturity

An OPM3assessmentevaluates the degree of anorganization's ability to

meet their strategicobjectives by usingrecognized Best Practicesto manage portfolios ofprograms and projects.

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OPM3Products

OPM3Standard

Best Practices

Self assessment OPM3Online Self-Assessment Tool

Contains capability directory for comprehensive-levelassessment

Reporting capabilities

OPM3 ProductSuite

Requires use of an OPM3 Certified Consultant and proprietary

assessment application Greater definition of capabilities (outcomes / KPIs)

Partial credit for some capabilities

Detailed findings Expanded reporting capabilities

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OPM3 Online Assessment


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OPM3Online Assessment -

Continuum Report

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OPM3 Online Assessment PPP/SMCI


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OPM3Online Assessment - PPP/SMCI

Report

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OPM3 Online Assessment SMCI/PPP


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OPM3Online Assessment - SMCI/PPP

Report

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OPM3 Online Assessment Maturity


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OPM3Online Assessment - Maturity

Report

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OPM3 ProductSuite Assessment Tool


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OPM3ProductSuite Assessment ToolProtocol SampleProtocol Sample

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OPM3ProductSuite Assessment ToolAnalysisAnalysis

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OPM3ProductSuite Assessment ToolReportingReporting

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OPM3 Benefits


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OPM3Benefits OPM3 is unique in bridging the gap between assessment and improvement to help

organizations move forward in achieving their strategic goals.

Organizations that embrace project management as a core business process willrecognize the value of OPM3aligned approach, implementing research-basedproject management Best Practices across the entire organization.

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OPM3Update

Update of OPM3Standard (including OPM3Online Assessment and OPM3ProductSuite)

New OPM3classes at SeminarsWorld(Fundamentals and Certification)

In-house management of OPM3 ProductSuite Revised PMI marketing plan

Established OPM3Advisory Group

Increase OPM3visibility

Strengthen links with CMMI

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For more information:

Scott Patton

[email protected]

703.430.2117

PMI: www.pmi.org/business solutions/opm3

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http://www.pmi.org/business%20solutions/opm3http://www.pmi.org/business%20solutions/opm3


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A word from our Sponsor.

Patton & McClelland Consulting

We provide project management and leadership

training to our clients in support of the developmentand improvement of management capabilities

Strategic Partnerships

1. Georgetown University Project Management CertificateProgram (scs.georgetown.edu/center-for-continuing-and-professional-education)

2. Human Systems International Limited: project management

benchmark assessments and knowledge sharing(www.humansystems.net)

3. 3PM Systems: develops, implements, and strengthens projectportfolio management (PPM) systems

(www.ThreePMsystems.com)

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P i Cl
http://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.threepmsystems.com/http://www.threepmsystems.com/http://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-education


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Presentation Close

Discussion and Questions

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how opm help companies acheive strategic objective

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