PMI's OPM3 Third Edition: What It Means to You

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When your organization embraces organizational project management, you’re embracing a critical driver for business success. Instead of executing projects randomly, you’re improving your processes and tying projects to your business strategy and needs. You’re making sure that your company focuses on projects and programs that support your organization’s goals. And when you do, you get better performance, better results, and a sustainable competitive advantage in the marketplace. PMI’s Organizational Project Management Maturity Model (OPM3®) is the most advanced mechanism for helping companies achieve these goals and we’ll discuss what it is and what it means for you and your organization.

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PMI's OPM3 Third Edition: What It Means to You

  1. 1. PMI’s Third Edition: What It Means to You ® OPM3 Tony Appleby, PMP, SCPM, CSM PMI Certified OPM3® Professional
  2. 2. PMI RESEARCH P Antecedents and Consequences of User Coproduction in Information System Development Projects Digital Boundary Objects as Negotiation Facilitators: Spanning Boundaries in Virtual Engineering Project Networks 2
  3. 3. PMI RESEARCH P There’s MORE??? 3
  4. 4. PMI RESEARCH P 4
  5. 5. PMI RESEARCH P 5
  6. 6. PMI RESEARCH P 6
  7. 7. PMI RESEARCH P 7
  8. 8. PMI RESEARCH P Organizations with High Maturity Levels 8
  9. 9. PMI RESEARCH P 9
  10. 10. PMI RESEARCH P 10
  11. 11. PMI RESEARCH P 88% Although nearly 90 percent of executives say implementing projects to deliver strategic results is essential or very important… 61% …61 percent say they struggle to close the gap between strategy formulation and project implementation. 44% Nearly half of all strategic initiatives did NOT succeed in the last 3 years. 11
  12. 12. DEFINING SUCCESS P The classic project paradigm of success: • Stays within original scope of the design • Completed on time • Completed on budget Gartner Research 12
  13. 13. DEFINING SUCCESS P The classic project paradigm of success: • Stays within original scope of the design (9%) • Completed on time (12%) • Completed on budget (19%) Gartner Research 13
  14. 14. DEFINING SUCCESS P The BUSINESS paradigm of success: • Aligns with company strategy • Enhances competitive position • Supports revenue • Supports innovation 14 © 2013 Project Management Institute, Inc.
  15. 15. MATURITY MODELS P Enough with the numbers, already… 15
  16. 16. MATURITY MODELS 16
  17. 17. MATURITY MODELS 17
  18. 18. MATURITY MODELS 18
  19. 19. MATURITY MODELS SEI CMMi Level Effort (Labor Months) Defects Cost 1 16,362 25,069 $163.3M 2 6,488 9,909 $64.7M 3 1,876 2,874 $18.8M 4 866 1,326 $8.7M 5 342 524 $3.4M 500,000 lines of code at Raytheon as measured at differing maturity levels 19
  20. 20. MATURITY MODELS 20
  21. 21. WHAT IS OPM3®? Organizational Project Management Maturity Model – OPM3 • Provides a way for organizations to measure themselves against best in class practices of managing Projects, Programs, and Portfolios. • Shows the maturity of organizations in implementing OPM to achieve their organizational objectives. • Highlights needed areas of improvement for organizations to help them achieve better business results. 21
  22. 22. OPM VALUE CHAIN Business Results Inputs Vision Mission Strategy Market Program, Project, Portfolio, & Organizational Environment Outputs Tools & Techniques 22
  23. 23. OPM VALUE CHAIN Strategy • Expression of mission and vision • Orientation to market and competition • Direction (change) for development and growth • Definition of performance and measures of success 23
  24. 24. OPM VALUE CHAIN 24
  25. 25. OPM VALUE CHAIN 25
  26. 26. OPM VALUE CHAIN 26
  27. 27. OPM VALUE CHAIN 27
  28. 28. OPM VALUE CHAIN 28
  29. 29. OPM3® OVERVIEW Portfolio Management ASSESSMENT Program Management  Project Management Organizational Enablers Standardize Measure By Domain(s)  By Improvement Stage(s)  By Business Outcome(s) Control Continuously Improve 29
  30. 30. OPM3® OVERVIEW P DOMAINS AND ENABLERS PROJECT MANAGEMENT 47 process activities across 10 knowledge areas and 5 process groups PROGRAM MANAGEMENT 36 process activities across 9 knowledge areas and 3 process phases PORTFOLIO MANAGEMENT 16 process activities across 5 knowledge areas and 3 process groups ORGANIZATIONAL ENABLERS 18 distinct enabler groups 4 categories 30
  31. 31. OPM3® CONSTRUCT Best Practice Capability Outcome Outcome KPI KPI Capability Outcome KPI 31
  32. 32. OPM3® CONSTRUCT Best Practice Best Practice Capability Capability Outcome KPI Outcome KPI Outcome KPI Outcome KPI KPI Outcome Capability Capability Outcome KPI 32
  33. 33. OPM3® CONSTRUCT 33
  34. 34. OPM3® CONSTRUCT 34
  35. 35. OPM3® CONSTRUCT 35
  36. 36. OPM3® CONSTRUCT 36
  37. 37. OPM3® CONSTRUCT 37
  38. 38. OPM3® CONSTRUCT 38
  39. 39. OPM3® CONSTRUCT 39
  40. 40. OPM3® CONSTRUCT 40
  41. 41. OPM3® CONSTRUCT 41
  42. 42. OPM3® CONSTRUCT 42
  43. 43. OPM3® APPROACH COMPARISONS  By Support Areas  By Line of Business  By Geography  By Industry 43
  44. 44. OPM3® VALUE More mature organizations enjoy: • increased throughput in their portfolio pipeline, • earlier time-to-market, • increased customer satisfaction, • higher quality outputs, • improved employee morale, • budget and schedule adherence, and • significant other improvements to capabilities and outcomes. 44
  45. 45. OPM3® ASSESSMENT Baseline current environment and document issues through interviews, surveys, and artifact reviews Map current situation with the maturity model and industry best practices to identify gaps Compile and document project management maturity assessment findings Document and prioritize recommendations for improvements OPTIONS  Level of rigor of the assessment  Organizational elements to be assessed  Deliverables to be produced  Use of surveys and/or focus groups 45
  46. 46. OPM3® OUTCOMES Based on your value strategy for your target market as the means to achieve better performance, better results, and a sustainable competitive advantage for your company. 46
  47. 47. OPM3® VALUE Percentage Improvement in All Organizations Percentage Improvement in IT Organizations 47
  48. 48. WHY SHOULD I BE INTERESTED IN OPM3®? Business Realities Demands Organizational Agility > Global competition > Increased demand for transparency < Tighter budgets < Smaller staff < Less growth ^ Better change management ^ More virtual work ^ Global know-how ^ Innovative thinking Demands Ever-Increasing Project Manager Competency Demands Project Maturity * Team motivation skills * Negotiation skills * Communication skills * Financial skills * Risk management skills + Better alignment of projects and business strategy + Enterprise-wide standardized PM + Support practitioner development + Project metrics 48
  49. 49. WHO SHOULD BE INTERESTED IN OPM3®? • Provides the organization a disciplined and systematic means of delivering its strategy • Delivers critical data to manage the business • Provides a design model to build and mature a PMO • Method to understand your organization's implementation of organizational project management • Elevates the value of the PMO 49
  50. 50. WHO SHOULD BE INTERESTED IN OPM3®? • Knowledge that your project is important to the organization • Knowledge that the organization values your contribution • Focus on what really matters the most • Better visibility to achievements • More focus on getting work done; less focus on documentation • Creates a mechanism to assess capability of organizations 50
  51. 51. HOW DO I GET STARTED? • Professional Services • Community of Practice • Certification Training • Standards Benchmark SM 51
  52. 52. “The future is already here; it is just unevenly distributed.” William Gibson
  53. 53. OPEN DISCUSSION Q&A 53
  54. 54. WHO WE ARE BOUTIQUE CONSULTANCY Maturity Assessment Services tony.appleby@tpscg.com Project Management Services www.projectstrategy.com +1 800 452 7814 PMI and the PMI logo are registered marks of the Project Management Institute, Inc.  Certified Assessors  Minimum 20 Years Experience 54
  55. 55. WHAT WE DO ASSESSMENT SERVICES PROJECT MANAGEMENT SERVICES  OPM3®  Success Measurement  Business Processes  Project Remediation / IV&V  Organizational Change  PMO Implementation / Reengineering  Business Development  Benefits Realization  Corporate Governance  Mergers & Acquisitions Assistance  Practitioner Competency  Coaching and Mentoring  Roadmaps for Improvement  One of Eight “True” OPM3® RCPs  Robust Toolkits  Access to Advanced Research 55
  56. 56. HOW WE DO IT DELIVERABLES DRIVEN  Deliverables-based fixed cost pricing structure for assessments  Insourcing: Continuous stakeholder involvement and knowledge transfer  Trusted advisor / trusted partner focus  Industry-recognized and robust practices, models, and research 56
  57. 57. VALUE TO CLIENTS DELIVERABLES DRIVEN  Low cost, high impact engagements  Rapid, tangible results  Focus is on adding value and ensuring success  “Added features”  Trusted advisor / trusted partner 57

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