1. Does maturity refer to knowing what your limitations are?
OPM Maturity Model for Projectized Organizations
Maria Malinina
National Research University “Higher school of economics”
Moscow, Russia

2. Agenda
• Goal of the research paper
• The evolution of maturity models
• 4M concept
• OPM effect estimation and recommendations
• Conclusion
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3. Is it worth?
«The published data about different companies including AT&T,
Boeing, Hewlett Packard, IBM and GM, show that direct results
of the organizational project management introduction are:
• The product launch time decrease by 30-65%,
• Blemishes and reworks decrease by 35-75%,
• Substantial and engineering alterations decrease by 45-
68%,
• Average profits decrease by 6%,
• Investments profitability increase by 20% in some cases».
“Development of project management systems”, Anthony Eve. – Emerald Group
Publishing Limited, Industrial and Commercial Training, vol.39 №2, 2007
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4. Goal and tasks of the paper
Goal
• to define an interconnection between overall
organizational efficiency and OPM maturity
Tasks
Efficiency ? Maturity
Econometric model
Statistics on projectized
companies
Efficiency indicator Maturity indicator
Expert Expert
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5. MM evolution
Organizational project management maturity Project PM ESI Project CCTA/OGC PMMM PMI OGC PMI IPMA
Excellence Delta Framework PMMM1.0 Kerzner OPM3 P3M3 OPM3 2.0 AoD
Project, Program, Portfolio management PRINCE2 ISO PMBoK PRINCE2
PMBoK PRINCE PM2 P2M ICB 3.0
1.0 10006 4.0 1.0
1920 1973 1979 1984 1985 1987 1989 1991 1992 1993 1996 1997 1998 1999 2000 2001 2002 2003 2004 2006 2008 2009 2010
QMMG Demming ISO ISO QPMMG ISO ISO ISO
EFQM
Quality Management Crosby Juran 9000 10012 -1 Crosby 10012 -2 15504-1 IS 15504-5 IS
SEI Sw- SEI Sw- ISO/IEC CMMi CMMi
SPC Nolan Radice Humphrey CMMi 1.0 CMMi 1.2
CMM 1.0 CMM 1.1 15504 1.1 1.3
Software Development (SPiCE)
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6. MM types ше
ни
уч сса
Ул оце
е Уровень 5
Непрерывное
пр улучшение
• Level
ие Уровень 4
ен м
вл
р а ссо
Уп оце
пр Бенчмаркинг
е Уровень 3
ни
ле а
де
р е е сс Единая
Оп роц
п методология
Ба
з ов
ые
з на
ни
я Уровень 2
Общие
процессы
1
Подготовь
тесь к
Оценке
Уровень 1 Удовлетво-
ренность
Общая результата
ми
терминология
5
Повторяйте
2
Произве-
• Continuous
дите
Процесс
Оценку
4
Внедряйте
Улучшения
3
Планируйте
Улучшения
Стратегическое
планирование
Корпоративная Управление
культура портфелем
35 20 40
• Radar База знаний 20 25 Методология УП
60 40
70 Управление
Оргструктура
персоналом
КСУП
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7. Advantages of the ‘radar’ model
• Unites advantages of leveled and continuous
MM
• Flexibility and adaptiveness for each
organization
• More differentiation in process management
competencies description
Стратегическое
• The model configuration flexibility
планирование
Корпоративная Управление
культура портфелем
35 20 40
База знаний 20 25 Методология УП
60 40
Оргструктура 70 Управление
персоналом
КСУП
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8. What’s new?
• A complex maturity assessment with real and
target profiles development for projectized
organizations
• More flexible and adaptive to the features of
an organization
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11. Estimation levels
Portfolio management
Program management
Project management
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12. Convolution
Estimation
Aggregate indicator Weigh Indicator criteria/scales with
qualitative description
Estimation Estimation
Weigh Indicator criteria/scales with
qualitative description
Estimation
Weigh Indicator criteria/scales with
qualitative description
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13. Convolution: example
Methodology 0 – No CS
0,2 OPM Corporate 2 – CS as a high-level document, defines company’s PM policy
cut standard
4 – CS as a package of regulations on processes, objects, agents of management
6 – CS includes documents templates
Estimation
8 – CS contains the description of the basic and auxiliary PM procedures
10 – CS contains process assessment metrics and criteria as well as improvement
procedures description
0,2 Initiation Estimation is made on the basis of processes’
0,2 Processes regualtion and formalization:
0,3 Planning
0 – No common procedure for the object transfer
0,2 Execution 4 – Processes are standardized
6 – Process assessment metrics exist
0,2 Monitoring 8 – Process control methods exist
10 – Assessment and improvement procedures
0,1 Closing exist
0,2 Objects
0,2 Agents 0 – No KB
1 – One-person level KB
3 – Separate projects and teams level KB
0,15 Knowledge base
5 – Separate solutions level KB
7 – Department level KB
10 – Entire company common KB
Standard
0,1
solutions
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14. Real and target profiles
Project management profile Program management profile
Methodolo Methodology
gy 10
10 Real profile 8
8 6,28 6,03
6 Target profile 6
4 2,66 4
2,54
2 9,3 2
7,80
Model 4,60 2,00
0 3,46 Men
Model 4,6 1,20 4,96 Men
4,00
2,8
7,2 Portfolio management profile 5,60
Maintenanc Methodology Maintenance
e 10
8
5,21
6
4
2 0,94
4,80
Model 3,30 0 Men
6,34
1,20
1,60
7,20
Maintenance
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15. Recommendations
• To hold on maturity assessment and planning development should a
proficient specialist which has a profound knowledge and understanding
of OPM
• A strategic planning of maturity and managing maturity development
process as a multi-project with its milestones, inputs and outputs,
measurements and resources
• While working-out a corporate standard on OPM it is important to avoid
some wide-spread mistakes
• The first step is to create a PM Office and a Corporate standard
development
• All people in the company are adherent to continuous improvement; top-
managers are to see the value of maturity development and support this
process
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16. OPM effect
Grade Coef. Wage rate, r.u. W.hours Costs, r.u.
Expert 3 1 2 6
OPM development
Leading specialist 1,8 1 2 3,6 systematic approach effect
Senior specialist 1,3 1 2 2,6 for a separate project
Specialist 1 1 2 2 Basic indicators
Assistant 0,7 1 2 1,4 CPMS effect
Total 10 15,6
15,6
11,7
Grade Coef. Wage rate, r.u. W.hours Costs, r.u. 10
Expert 3 1 1 3 8,5
Leading specialist 1,8 1 1,5 2,7
Senior specialist 1,3 1 2 2,6
15% 25%
Specialist 1 1 2 2
Assistant 0,7 1 2 1,4
Total 8,5 11,7 Working hours Costs
% change 15% 25%
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17. Conclusion
• The 4M model provides a methodological basis for planning the
OPM maturity development in practice
• Keeping focused on maturity and continuous improvement reduces
the number of interrupted and wrecked projects via providing the
basis for best practice implementation.
• If there is no strategic planning of maturity, its achievement can
take years.
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18. Thank you!
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