Organizational project maturity model (opm3)
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Transcript of Organizational project maturity model (opm3)
Objectives
2
Provide an overview to the audience about the Organizational Project Management Maturity Model, its implementation and the model to perform an organizational gap analysis useful for planning further improvements.
I encourage the reader to search additional information on the PMI standards (PMI copyright) that I have used to compile in this introduction to OPM3
Agenda
• Introduction to OPM
• OPM3 Components
• OPM3 implementation framework
• Gap Analysis and planning tool
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INTRODUCTION TO OPMOPM3
PMI definitions
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Project: ”a temporary endeavor undertaken to create a unique product, service or result”
Program: ”is a group of related projects, subprograms, and program activities that are managed in a coordinated way to obtain benefits not available from managing them individually”
Focus on Benefits provided by the outputs
Focus on outputs
Portfolio: ”is a component collection of programs, projects or operations managed as a group to achieve strategic objectives……the portfolio component are quantifiable, that is, they can be measured, ranked and prioritized ”
Focus on Performance
Organizational Strategy and OPM
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Vision
Mission
Organizational Strategy and Objectives
Portfolios, Programs, and Projects
Strategy
OPM
“C-Level executives (CEO, CFO, CIO,…) establish objectives and goals and develop strategies to achieve them.”“They expect to select from pending or proposed projects the ones that most likely support the achievement of the organization's goals within the preferred strategy.”
“Project management require deliberate planning and action to create the conditions for success.”
Organizational Environment
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Strategy PortfolioPrograms
&Projects
Operations
Business Impact Analysis
Portfolio Review and Adjustment
Value performance Analysis
Organizational EnvironmentIn order to aligns organizational strategy and goals with programs and projects initiatives this framework considers the full process from the selection of initiatives (the What?), to the realization (the How?) of the business benefits and to the monitoring of the generated value.
Assumptions: The company strategic goals and objectives are given (the Why?).
Integrated disciplines
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OPM3 provides a way to deliver strategy through clearly lined portfolio, programs, and projects.
Project Management Office
ProjectsFocus on objectives
PortfoliosAlign with strategic business objectives
ProgramsBenefits from managing groups of
projects
OPM3 COMPONENTSOPM3
The referenced ANSI Standards
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The Standard for Portfolio Management 3rd Ed.
The Standard for Program Management 3rd Ed.
The Standard for Project Management 5th Ed.
Components of the model
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The OPM3 considers the following components necessary to build the model:• Domain Area (Portfolio, Program, Project)• Process Improvement/Maturity Stages (Standardize, Measure, Control,
Improve)• Best Practices (mapped against their process improvement stage)• Capabilities• Outcomes
The model considers also the Organizational Enablers that should be developed to support OPM.
OPM3 construct
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Portfolio Domain
Knowledge Area
Process Group Process
Program Domain
Life Cycle Phase
Supporting ProcessSupporting Activity
Project Domain
Knowledge Area
Process Group Process
Best Practice
Organizational Enabler
Process Improvement
Stage
Capability
Outcome The Best Practices are listed in the Standards.
Each Process or supporting activity is associated to an improvement stage and provides outcomes.
Each organizational enabler provides outcomes but cannot be associated to improvement stages.
Portfolio Management life cycle and the Knowledge Areas
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Knowledge Areas
1. Strategic Management2. Governance3. Performance4. Communication5. Risk
Defining
AligningAuthorizing
Portfolio Processes Matrix
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Knowledge Areas Defining Process Group Aligning Process Group Authorizing Process Group
Portfolio Strategic management
• Develop Portfolio Strategic plan
• Develop Portfolio Charter• Define Portfolio
Roadmap
• Manage Strategic Changes
Portfolio Governance Management
• Develop PortfolioManagement Plan
• Define Portfolio
• Optimize Portfolio • Authorize Portfolio• Provide Portfolio
Oversight
Portfolio Performance Management
• Develop Portfolio Performance Management Plan
• Manage Supply and Demand
• Manage Portfolio Value
Portfolio Communication Management
• Develop Portfolio Communication Management Plan
• Manage Portfolio Information
Portfolio Risk Management • Develop Portfolio Risk Management Plan
• Manage Portfolio Risks
Program Management life cycle and the Supporting Processes
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Supporting Processes
1. Integration2. Scope3. Schedule4. Financial5. Quality6. Human Resource7. Communication8. Risk9. Procurement
DefinitionBenefit Delivery
Closure
Program Process Support activity Matrix
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Supporting Process Program Definition Program Benefit Delivery Program Closure
Program Communication Management • Communications Planning • Information Distribution• Program performance Reporting
Program Financial Management • Program Cost Estimation• Program Financial Framework
Establishment• Program Financial Management plan
Development
• Component Cost Estimation• Program Cost Budgeting• Program Financial Monitoring and
Control
• Program Financial Closure
Program Integration Management • Program Initiation• Program Management Plan
Development• Program Infrastructure Development
• Program Execution Management• Program Performance Monitoring and
Control
• Program Transition and Benefits Sustainment
• Program Closure
Program Procurement Management • Program Procurement Planning • Program Procurement• Program Procurement Administration
• Program Procurement Closure
Program Quality Management • Program Quality Planning • Program Quality Assurance• Program Quality Control
Program Resource Management • Resource Planning • Resource Prioritization• Resource interdependency
Management
Program Risk Management • Program Risk Management Planning • Program Risk Identification• Program Risk Analysis• Program Risk Response Planning• Program Risk monitoring and Control
Program Schedule Management • Program Schedule Planning • Program Schedule Control
Program Scope Management • Program Scope Planning • Program Scope Control
Project Management life cycle and the Knowledge Areas
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Knowledge Areas
1. Integration2. Scope3. Time4. Cost5. Quality6. Human Resource7. Communication8. Risk9. Procurement10. Stakeholder
Initiating Planning Executing Closing
Monitoring and Controlling
Project Processes Matrix
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Knowledge Area Initiation Planning Executing Monitoring and Controlling Closing
Project Integration Management • Develop project charter
• Develop project Management Plan • Direct and Manage Project Work • Monitor and Control Project Work• Perform integrated Change Control
• Close Project orPhase
Project Scope Management • Plan Scope Management• Collect Requirements• Define Scope• Create WBS
• Validate Scope• Control Scope
Project Time Management • Plan Schedule Management• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule
• Control Schedule
Project Cost Management • Plan Cost Management• Estimate Costs• Determine Budget
• Control Costs
Project Quality Management • Plan Quality Management • Perform Quality Assurance • Control Quality
Project HR Management • Plan HR management • Acquire project Team• Develop Project Team• Manage Project Team
Project Communication Management • Plan Communication Management • Manage Communication • Control Communication
Project Risk Management • Plan Risk Management• Identify Risks• Perform Qualitative risk Analysis• Perform Quantitative Risk Analysis• Plan Risk Response
• Control Risks
Project Procurement Management • Plan Procurement management • Conduct Procurements • Control procurements • Close Procurements
Project Stakeholder Management • Identify Stakeholders
• Plan Stakeholder Management • Manage Stakeholder engagement • Control Stakeholder Engagement
Organizational Enablers
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1. Benchmarking2. Competency Management3. Governance4. Individual performance Management5. Knowledge Management and PMIS6. Management Systems7. Organizational Project Management Communities8. Organizational Project Management Methodologies9. Organizational Project Management Policy and Vision10. Organizational Project Management Practices11. Organizational Project Management Techniques12. Organizational Structures13. Project management Metrics14. Project Management Training15. Project success Criteria16. Resource Allocation17. Sponsorship18. Strategic Alignment
There are 4 organizational core-enables processes.
IMPLEMENTATION FRAMEWORKOPM3
OPM3 Framework
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Area of Expertise Acquire Knowledge Perform Assessment Manage Improvement
Governance, Risks, and Compliance
Understand OPM Establish Plan Measure Results
Delivery and Benefits Management
Understand the Organization
Define Scope Select Initiatives
Conduct Assessment Implement Improvements
Organizational Change Assess Change Readiness
Initiate Change Manage Change
Cycle ElementPrepare For Assessment
Perform Assessment
Plan For Improvements
Implement Improvments
Repeat the Process
Manage Improvements
Acquire Knowledge
Assess Change Readiness
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1. Determine the management commitment to the critical success factors: sustained leadership (i.e. support for the planning changes), continuous improvement, and organizational change management
2. Determine feasibility: share OPM information (i.e. framework, benefits), assess current status, obtain buy in for the program vision.
3. Propose the business case for the executive approval
From the Discovery phase to the Implementation
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• The assessment provides the gap analysis (i.e. existing best practices) and the list of initiatives
• The improvements will be planned in a roadmap• In order to reduce the risk, conduct a pilot (for example on a reduced
number of project managers)• After the pilot, deploy the initiative to the full organization• Review the lesson learned
GAP ANALYSIS AND PLANNING TOOL
OPM3
Example of assessment sheet
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BP_ID BP_NAME Ass
ess
ed
Imp
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en
tati
on
Sta
tus
De
sire
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s
Po
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Pro
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Org
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atio
nal
Pro
ject
Man
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me
nt
Po
licy
an
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isio
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Org
aniz
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nal
Pro
ject
Man
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Co
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un
ity
Org
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Pro
ject
Man
age
me
nt
Me
tho
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logy
Org
aniz
atio
nal
Pro
ject
Man
age
me
nt
Pra
ctic
es
Org
aniz
atio
nal
Pro
ject
Man
age
me
nt
Tech
iqu
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Org
aniz
atio
nal
Str
uct
ure
Pro
ject
Man
age
me
nt
Me
tric
s
Pro
ject
Man
age
me
nt
Trai
nin
g
Pro
ject
Su
cce
ss C
rite
ria
Re
sou
rce
All
oca
tio
n
Spo
nso
rsh
ip
Stra
tegi
c A
lign
me
nt
Be
nch
mar
kin
g
Co
mp
ete
ncy
Man
age
me
nt
Go
vern
ance
Ind
ivid
ual
Pe
rfo
rman
ce A
pp
rais
al
Kn
ow
led
ge M
anag
em
en
t an
d P
MIS
Man
age
me
nt
Syst
em
s
1000
Estabish Organizational
Project Management Polices x x x x
1005 Standardize Project Charter x
1020
Standardize Develop Project
Management Plan Process x
1030
Standardize Project Collect
Requirements Process x
1035
Standardize Monitor and
Control Project Work x
1040
Standardize Project Define
Scope Process x
1045
Measure Monitor and Control
Project Work x
1050
Standardize Project Define
Activities Process x
1055
Control Monitor and Control
Project Work Process x
Domains Organizational Enablers
Best Practice
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Knowledge Area Initiation Planning Executing Monitoring and Controlling Closing
Project Integration Management • Develop project charter
• Develop project Management Plan • Direct and Manage Project Work • Monitor and Control Project Work• Perform integrated Change Control
• Close Project orPhase
Project Scope Management • Plan Scope Management• Collect Requirements• Define Scope• Create WBS
• Validate Scope• Control Scope
Project Time Management • Plan Schedule Management• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule
• Control Schedule
Project Cost Management • Plan Cost Management• Estimate Costs• Determine Budget
• Control Costs
Project Quality Management • Plan Quality Management • Perform Quality Assurance • Control Quality
Project HR Management • Plan HR management • Acquire project Team• Develop Project Team• Manage Project Team
Project Communication Management • Plan Communication Management • Manage Communication • Control Communication
Project Risk Management • Plan Risk Management• Identify Risks• Perform Qualitative risk Analysis• Perform Quantitative Risk Analysis• Plan Risk Response
• Control Risks
Project Procurement Management • Plan Procurement management • Conduct Procurements • Control procurements • Close Procurements
Project Stakeholder Management • Identify Stakeholders
• Plan Stakeholder Management • Manage Stakeholder engagement • Control Stakeholder Engagement
Process maturity stage
Process maturity stage cont’d
27
BP_ID BP_NAME Ass
ess
ed
Imp
lem
en
tati
on
Sta
tus
De
sire
d S
tatu
s
Po
rtfo
lio
Pro
gram
Pro
ject
Org
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ject
Man
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Po
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Org
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nal
Pro
ject
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Co
mm
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ity
Org
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Pro
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Man
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Me
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Org
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age
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Pra
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Org
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Pro
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Tech
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Org
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Str
uct
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Pro
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Man
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tric
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Pro
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Man
age
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Trai
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Pro
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Su
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ss C
rite
ria
Re
sou
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All
oca
tio
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Stra
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Be
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mar
kin
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age
me
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vern
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Ind
ivid
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rfo
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pp
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Kn
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ge M
anag
em
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d P
MIS
Man
age
me
nt
Syst
em
s
1075
Standardize Project Create
WBS Process x
1085
Measure Project Create WBS
Process x
1095
Control Project Create WBS
Process x
1105
Improve Project Create WBS
Process x
Domains Organizational Enablers
4 MaturityStages for
Project Create WBS
Process
Enablers for a selected area
28
BP_ID BP_NAME Ass
ess
ed
Imp
lem
en
tati
on
Sta
tus
De
sire
d S
tatu
s
Po
rtfo
lio
Pro
gram
Pro
ject
Org
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Man
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Pra
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MIS
Man
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Syst
em
s
2190
Benchmark Organizational
Project Maangement
Performance Against
Industry Standards x x x x
8930
Benchmark PMO Practices
and Results x x x x
9090
Incorporate Performance
Benchmarks into Balanced
Scorecard System x x x x
Domains Organizational Enablers
THANKS FOR YOUR ATTENTION!OPM3