6 joseangelo-2confcmmiportugal-v3


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OPM3 Portugal Project - Jose Angelo Pinto (ambithus.com)

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6 joseangelo-2confcmmiportugal-v3

  1. 1. Portugal OPM3 Portugal Project Jose Angelo Pinto, MIS, PMP, OPM3 CC Vice-President ambithus.com 2012-07-06, Coimbra, Portugal
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  3. 3. Scientific CommitteeAlberto Pereira Filipa Rente RamalhoAlexandra Tenera Jose Angelo PintoAlvaro C. Ascenso José Diogo ClaroAna Lima Maria de Fátima MatiasAnabela Pereira Tereso Maria Joaquina BarrulasAntónio Correia Alves Nuno Manuel FerreiraAristides Preto Paula Filipa GomesCarlos Cerqueira Ricardo J. MachadoDiogo Cunha 3 3
  4. 4. OPIAP - OPM3 Portugal InternationalAdvisory Panel Alberto Pereira Profª Alexandra Tenera Gerhard Tekes, OPM3 CC Jose Angelo Pinto, OPM3 CC Larry Bull (PMI Expert on OPM3) Profª Maria Joaquina Barrulas Prof. Nigel Williams Prof. Ricardo J. Machado Larry Bull (PMI Expert on OPM3) 4 4
  5. 5. Competitiveness? The organizational competitiveness is a topic that hasaroused great interest among researchers of organizations.It is a concept that allows you to compare the ability of anorganization and ability to act in a particular market or sector.When applied to a country or a sector of activity, groupingthe factors of competitiveness individual obtains a collective. 5 5
  6. 6. Competitiveness Factors?PriceProfit MarginsQuality of designQuality of manufacture (specifications)Delivery at the agreed timeTime OrderServices and other aspects not related to the ProductSales / Marketing / Name / ReputationTechnology 6 6
  7. 7. ProductivityIt is the ability to produce more withfewer resources satisfactorily. Thisresults in a lower cost that allowslower prices or broader contexts ofintervention. 7 7
  8. 8. Competitiveness… Competitiveness is a contest between independent entities. Occurs whenever two or more parties strive for a goal that can not be shared. Most organizations operate in a competitive environment, either because there are several other organizations able to produce and deliver the good or service that is produced or because they compete for the same resources or even for the same money for consumers. 8 8
  9. 9. How to win the concourse?Lower prices for consumersHigher profit marginsBetter quality of product / serviceIncreased efficiency and fulfilling the commitmentsBest time to marketBest customer serviceUsing the best technology 9 9
  10. 10. How to win the concourse?The right Projects: – The right projects at the right time (Portfolio Management) – Projects that develop the factors of competitiveness and leveraging strategy. (Program Management) – Those who deliver the desired resultsBetter managed projects: – Correctly initiated and evaluated – properly planned – Delivering on time, cost and objectivesProjects delivered better: – Properly closed and completed – With lessons for the future – Properly recorded and organized 10 10
  11. 11. Competitiveness… Charter Ambito (PBS) WBS WBS Actividades Seqquencia 11 11
  12. 12. ProjectsManaging projects is to define what ittakes to set the results to be achieved, itis to define how it will be done, how areyou going to do, who will do it, when it willbe done and, above all, ensure that whatis to be done and that you expect to get iswhat was expected according to the initialintended use. 12 12
  13. 13. ProgramsManage programs is to define what ittakes to initiate, plan, implement, monitor,control and complete sets of projects andongoing effort that will lead to desiredresults. A program is an organizationalstructure that is established to coordinateand direct a major initiative consists ofmultiple related projects. In a program,there are descriptions of objectives. 13 13
  14. 14. PortfoliosPortfolio management is the art and science ofapplying a set of knowledge, skills, tools andtechniques to a set of projects in order to meetor exceed the needs and expectations oforganizational strategy. A portfolio is a set ofprojects or programs and other works that arepackaged together for easy management of allprojects in order to increase efficiency and tolink with the strategic objectives. The portfolio of projects or programs may beinterdependent or directly related. 14 14
  15. 15. OPM3®OPM3 (Organizational Project Management MaturityModel) is a standard that organizes the “best practices”for the improvement and organizational developmentwith regard to the management of projects, produced byPMI- Project Management Institute.OPM3 contains hundreds of organizational bestpractices, assess the current capabilities of theorganization and maps out the steps needed to improveorganizational performance. 15 15
  16. 16. OPM3®Observes and develops organizational skills in portfoliomanagement, program management and project management.It is a method for organizations to understand their processes andmeasure capabilities when preparing to improve their internalprocedures.Helps organizations develop a vision of the way forward to improveperformance, both in project management or portfolio management,or management programs and, therefore, is a set of assessmentprocedures that brings tremendous value to organizations.The systematic management of projects, programs and portfoliosshould be aligned with organizational strategy. The OPM3integrates these three areas, providing a single maturity model withenormous advantages for the ability to assess the strategic impactthat each domain implies. 16 16
  17. 17. OPM3® Elements Knowledge: the sharing of hundreds of global best practices and tested; Assessment: of the organizations current capabilities, identifying areas that need to be improved; Improvement: by using a map of the steps necessary to achieve the desired performance. 17 17
  18. 18. OPM3® BenefitsIncrease the link between strategic planning and execution.Expansion of project results, making them morepredictable, reliable, consistent and increasing the correlationbetween the development of projects and organizationalsuccess.Identification of best practices that can support theorganizational strategy for implementing successful projects.Identification of specific capabilities that the organizationhas and which can be "best practices", thus providing a linkbetween strategic capabilities and deliveries. 18 18
  19. 19. OPM3® Life Cycle 1. “assessment” planning 2. Field Work 3. Evaluation 4. Improvement Plan 5. Implementation 6. Organizational Knowledge improvement! 19 19
  20. 20. OPM3 PortugalComprehensive analysis of the maturity state ofPortuguese IndustryThroughout the research, the study will produce impacts onbusinesses that are the subject of study, they will be built andvalidated organizational improvement plans that may beadopted by companies.The participation of a range of partners with reputed originin scientific and technological system and the PortugueseUniversities is one of the factors critical to the success of thisresearch. 20 20
  21. 21. Maturity Assesment (1st phase)Preliminary visit to the Sponsor to set theinternal plan of actionMeeting with ManagementMeeting with Strategic Planning (ProgramManager)Meeting with Portfolio ManagerMeetings with the Core FunctionalManagers 21 21
  22. 22. Maturity Assesment (1st phase)Meeting with the PMO Manager orequivalentMeetings with organizational enhancers(experts and key people in the areas ofbusiness management, marketing andfinancial and other)Meetings with project managersMeetings with members of the teams 22 22
  23. 23. Maturity Assesment (2nd phase)Validation of the initial findings with theSponsorData analysis and compilation in theOPM3® Product Suite system from PMI®Presentation of the Report 23 23
  24. 24. Maturity Assesment (2nd phase)The maturity level of the management ofspecific projects, programs and portfoliosof the organization will be presented.Analysis and validation of the results willprovide the base for the plan to improve.The Project of “plan for improvement” willbe presented individually with theassistance of an OPM3 certifiedconsultant. 24 24
  25. 25. Organizational BenefitsOPM3®:States and develops organizationalcapabilities in portfolio management, programmanagement and project managementProvides a method for organizations tounderstand their own statusMeasures the organizations capabilitiesPrepares the organization to improve itsinternal procedures. 25 25
  26. 26. Organizational BenefitsOPM3®:Helps organizations to develop a vision of the way toimprove performance.States the state of project management, portfoliomanagement and program management.It is a set of assessment procedures that bringstremendous value to organizations.Evaluates if the systematic management of projects,programs and portfolios are aligned with organizationalstrategy.It is the only maturity model that evaluates the impacts ofthe strategic areas of project, program and portfolio entails. 26 26
  27. 27. Organizational BenefitsO OPM3® Portugal:It was designed by PMI® to provide a wide range ofbenefits to organizations, to the top senior managementand to all those involved in project activities.Increases the connection between strategic planningand execution, extending the results of projects, makingthem more predictable, reliable, consistent andincreasing the correlation between development projectsand organizational success. 27 27
  28. 28. Organizational BenefitsO OPM3® Portugal:Identifies the best practices of the organization thatcan support organizational strategy to implementprojects successfullyIdentifies the specific capabilities that the organizationhas and which can be "best practices"Gives a result of high level consulting, which is onlyavailable within the rules of the PMI® in about 60organizations worldwideNo cost to the organization, only time investment ofresources 28 28
  29. 29. Organizational BenefitsOPM3® Portugal:Access to research results, and thus benchmarkingcan be done with the overall results.Compare the national and international best practices 29 29
  30. 30. Colective BenefitsOPM3® Portugal:International best practices will be contrasted withnational practices, seeking to synthesize and organizethe best practices for organizations of ProjectManagement, Program and Portfolio.Several workshops will be conducted to disseminateinterim results - especially sectorial - for companies thatwant to participate in the study or the overall market mayhave information on the overall development of thestudy. 30 30
  31. 31. PartnersPM4S / Ambithus, Project LiderAssociação CCG/ZGDV - Centro de Computação Gráfica (Universidade do Minho)Faculdade de Ciências e Tecnologia da Universidade Nova de Lisboa.INESC INOVAÇÃO - Instituto de Novas TecnologiasINESC PORTO - Instituto de Engenharia de Sistemas e Computadores do PortoIPN - Instituto Pedro Nunes - Associação para a Inovação e Desenvolvimento em Ciência e TecnologiaProject Management Institute (PMI)PMI Organizational Project Management Comunity of PracticePMI – Portugal Chapter 31 31
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