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- 1. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only 5 Insights Gained While Creating an In-house OPM3 Solution Earnest Valle, MBA, PMP Session GOV05
- 2. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only OPM3 at Tx HHSC • Tx HHSC Environment: –No budget –Single OPM3 license –Insights materialize –Changing implementation
- 3. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only OPM3 at Tx HHSC No OPM3 knowledge. No limitations. Excited, can-do!
- 4. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Essence of OPM3 1st Ed. Comprehensive Assessment –Directories of PMI Best Practices –Capabilities, improvements, outcomes –PMI legal approval
- 5. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Customization of OPM3 “Have it your way”, Burger King “I did it my way”, Frank Sinatra Customization promotes greater value
- 6. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only What are 5 Insights? • Control databases • Easy questions & simple tool • Control costs • Staff expertise & succession • Operational benefits
- 7. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only How to create in-house solution OPM3 Knowledge Foundation 2nd Ed. Appendix E – Option 1 1. Understand OPM & OPM3 2. Customize Assessment & Improvements 3. Create electronic tools 4. Train internal resources
- 8. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only OPM – Learn the business side • Understand Organizational Project Management (not OPM3) – Project capabilities delivered to achieve business goals • ARRA – Health IT business goals – Ask Lt. Columbo investigative business questions: Why, why, and Oh, one last thing … why?
- 9. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only PMI’s Organizational Project Management Community of Practice Earnest Valle Community Manager 10/12/2009
- 10. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only VCP Background. . . 10 • The Virtual Communities Project (VCP) began in 2007 to examine the wants and needs of members and how value is currently delivered. • Goal of the VCP is to identify opportunities to gain operational efficiencies and improvements. • PMI’s new virtual communities offers global project management members an unparalleled knowledge base—all in one location. • PMI’s virtual communities will have consistent design and search capability across PMI.org, and features such as blogs and wikis to create the ultimate collaborative community.
- 11. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only VCP Background. . . • To that end, the outcome of PMI’s new virtual communities is centered on member value and providing the global project management community with an unparalleled knowledge base—all in one location. • Leveraging state-of-the-art enterprise architecture, PMI’s virtual communities will have consistent and inviting site designs and navigation, search capability across PMI.org, and features such as blogs and wikis to create the ultimate project management collaborative community.
- 12. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only VCP Background. . . 12 • Three driving forces for delivering value and solutions for members: 1. Create an environment to exchange and contribute project management knowledge regardless of where members live and their backgrounds; 2. Create an environment for members to network in a particular field to solve issues, and build and advance their careers; 3. Deliver a minimum baseline of member value upon entering the PMI portal for knowledge and interaction.
- 13. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only VCP Background. . . • As early as 2002, PMI’s strategic plan, review of member satisfaction surveys, market research and delivery methods reviews showed access to technical information and networking were the leading needs of PMI members. • Given that PMI’s strategic plan and alignment methodologies were still in development in 2002, the first step taken was around community development transformation • The PMI board took action in creating new geographic and virtual community models, and in the creation of a knowledge strategy that would align itself to the strategies of PMI to better serve its members.
- 14. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Virtual Communities Will. . . • Transform our organization • Deliver greater value to our members • Fuse community, knowledge and technology • Normalize member value 14
- 15. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Why OPM? PMI has decided to launch the Organizational Project Management Community of Practice because: • It provides a forum for discussion and support for topics on Organizational Project Management • It targets two critical audiences: practitioners & business managers 15
- 16. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Why OPM? • Organizations are finding that there is an increasing need to understand projects and how they can address key business challenges such as: • Increasing use of technology & pace of change • Increasing global competition & environmental pressures • Legislative requirements (e.g. Sarbanes-Oxley, Bill 198, etc.) • Mergers and acquisitions of companies and organizations • Changing work force profile
- 17. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Purchase OPM3 single license • OPM3 Knowledge Foundation ~$700 – Self Assessment Module (SAM) on-line assessment – Capability & Improvement Planning Directories • No certification & yearly fees • Perform unlimited Tx HHSC assessments
- 18. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Learn OPM3 • Familiarity with OPM3 – Collaborate with other OPM3 peers – Perform/review SAM questionnaire – Learn Capabilities & Improvements – Analyze database/reporting options
- 19. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Learn OPM3 • View business operations as opportunities for OPM3 –ARRA-Health Information Technology (HIT) • Start Project & Business Planning –Obtain Executive support –Ascertain Executive pain points
- 20. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Initiating in-house solution First steps with OPM3 in-house solution… • Incubate business opportunities – Business Case – Remediation of Executive pain points – New HIT business case
- 21. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only • Ascertain technical environment – Technical & Administrative time – Existing HIT environments • Use internal project methods • Exit or conversion strategy Initiating in-house solution
- 22. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #1 – Control Databases Why create own electronic in-house tool set? – Security, Confidentiality, Warehousing – Selective timing for version updates – Cost effective on-line solution – Customized reporting
- 23. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only • Tx HHSC solution: MSAccess database w/ web front-end – Issue anonymous login ID & survey number – Group assessment completion time slots – Specific questions tied to position type & survey number – May request overall results Insight #1 – Control Databases
- 24. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC Data Model Planning
- 25. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC Online Tools Planning
- 26. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC Online Tools Planning
- 27. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Summary Insight #1 – Control Your Own Databases • Control OPM3 Databases of Questions & Answers – Local database administration (warehouse, security, health information confidentiality) – Selectively integrate new OPM3 Best Practices & Improvements – On-line solution cost effective for agencies – Customized reporting
- 28. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Simplify Language & Use Simplify Language • Make relevant to your organization • Scale to fit your organization Simplify Use • Patterns among Improvement Paths • Patterns exist among Standardize, Measure, Control, Improve stages • Example of simplifying Improvement Paths
- 29. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Make relevant to your organization BP 2880 - Project Information Distribution Process Improvement-examples • OPM3: Does the governing authority for peer projects operate the Project Information Distribution process in a stable fashion? • Tx HHSC: Are you using a defined process for distributing project information?
- 30. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Make relevant to your organization • OPM3: Does the governing authority for peer projects identify root problems during execution of the Project Information Distribution process? • Tx HHSC: Are problems with distributing project information communicated to your program area management?
- 31. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Make relevant to your organization • OPM3: Does the governing authority for peer projects have policies stating that improvements to processes should not cause such processes to operate outside their upper and lower control limits? • Tx HHSC: Do you use established policies for improving project management processes? • Tx HHSC: Are parameters established for improving project management processes?
- 32. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Scale to fit organization Capabilities & Improvements are process paths to increasing stages of improvement. At Tx HHSC we scaled down the improvement paths by: • Hiding improvement paths among Program & Portfolio Best Practices • Capturing previous answers to pre-populated duplicate questions
- 33. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Scale to fit organization Pattern of improvement stages for Project, Program and Portfolio Management • Standardize – 4 steps • Measure – 5 steps • Control – 3 steps • Improve – 3 steps
- 34. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Example: Pattern of Project Controlling Capabilities Standardize – 4 Stages • Establish Process Management Governing Body • Develop (Control Project Changes) Process • Communicate (Control Project Changes) Process • Adopt the (Control Project Changes) Process Insight #2 – Scale to fit organization
- 35. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Scale to fit organization Measure – 5 Stages (3 examples) • Identify Critical (Control Project Changes Process) Customer Focused Measures • Identify Critical (Control Project Changes Process) Characteristics • Measure Critical (Control Project Changes Process) Characteristics
- 36. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #2 – Scale to fit organization Control – 3 Stages • Control (Project Changes Process) Control Plan • Implement (Control Project Changes Process) Control Plan • Stabilize (Control Project Changes Process) Performance
- 37. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only BP 2880 - Project Information Distribution Process Improvement
- 38. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only 2880-HHSC Project Information Distribution Process Improvement
- 39. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Summary Insight #2 – Simplify Language & Use Simplify Language • Make relevant & scale to your organization Simplify Use • Patterns exist among Standardize, Measure, Control, Improve stages • Example of simplifying Improvement Paths "Simplicity is the ultimate sophistication." — Leonardo da Vinci
- 40. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #3 – Control Costs Long-term cost effectiveness • OPM3 single user license – No maintenance fees • External resources minimized – No consulting fees
- 41. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #3 – Control Costs • Organization-wide use – Familiarity of organizational environment for improvement planning – Provide free OPM3 services throughout the organization – Scope controlled within budgetary parameters
- 42. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Resource Utilization Projections High-level Assessment Orientation Management: 5 staff, 1 hr + 1 hr Enterprise PMO: 1 staff, 3 hrs Comprehensive Assessment Orientation & Completion Project Team:10 staff, 1 hr + 3 hrs Enterprise PMO: 1 staff, 5 hrs
- 43. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Results Analysis & Decision Enterprise PMO: 1 staff, 20 hrs Management: 5 staff, 1 hr Project Team: 10 staff: 1 hr Resource Utilization Projections
- 44. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Resource Utilization Projections Improvement Planning Management: 3 staff, 1 hr Project Team: 5 staff, 3 hrs Enterprise PMO: 1 staff, 20 hrs Enterprise PMO Consulting Provide guidance for agencies to implement OPM3 process improvements over 6 mos: 1 staff, 100 hrs
- 45. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Proposed 1 yr work cycle Assess- ments Implementation Analysis & Impv’nt Planning Decision Continuous Improvement Member Agency 1 (pilot) Member Agency 2 Assessments Analysis & Impv’nt Planning Decision Implementation 1 yr Cycle
- 46. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Summary Insight # 3 – Control Costs Insight #3 – Control Costs – OPM3 single user license • No Product Suite fees – External resources minimized • No consulting fees – Organization-wide utilization • Free services
- 47. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #4 – Succession Planning – No loss of Product Suite – Multiple staff specialized knowledge in OPM – Policies, procedures, tools & templates
- 48. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #5 – Operational benefits Investigating & documenting business processes – ARRA – HIT enterprise wide business processes and existing technology/reporting – Create Portfolio and Program Management Guides. – Investigating & documenting business practices will always benefit other areas. PMO start-ups & maturity
- 49. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Insight #5 – Operational benefits • Mix OPM project knowledge and business procedures for operational benefit –Create statewide “Deliverable Based Information Technology System” vendor selection model. • Training advanced PM concepts – Compliance monitoring
- 50. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Summary Insight #5 – Operational Benefits • Tx HHSC OPM3 project stalled, created new opportunities • Opportunity to improve business operations (HIT/HIE) • Enhance your project management methodology.
- 51. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC OPM3 Insights Summary • Insight #1 – Control Databases –Security, Confidentiality, Warehousing –Selective new updates –Cost effective on-line solution –Customized reporting
- 52. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC OPM3 Insights Summary • Insight #2 – Simplify language and use –Make relevant to own organization –Scale to suit your organization
- 53. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC OPM3 Insights Summary • Insight #3 – Control Costs – OPM3 single user license – Staff resources minimized – Organization-wide utilization
- 54. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only • Insight #4 – Succession Planning –No risk of losing use of Product Suite application –Internal staff specialized knowledge & training in OPM –Having policies, procedures, tools & templates assures continuity Tx HHSC OPM3 Insights Summary
- 55. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC OPM3 Insights Summary • Insight #5 – Operational Benefits –Investigating and documenting business processes • Health Information Technology initiatives –PMO start-ups & maturity –Advanced PM training concepts
- 56. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC OPM3 Conclusion • Future: Delivery of project capabilities to business operations creates organizational success • Organizational Project Management includes: Program, Portfolio Management Domains • Growth into Program and Portfolio Management • ARRA – Health Information Technology
- 57. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC OPM3 Conclusion PMI slogan: “Making project management indispensable for business”®.
- 58. “PMI” is aregistered trade and service mark of the Project Management Institute, Inc. ©2009 Permission is granted to PMI for PMI® Marketplace use only Tx HHSC OPM3 in-house solution Summary Questions? Thank you! Earnest Valle, MBA, PMP W: (512) 206-5995 C: (512) 484-0091 earnest.val le @hhsc.state.tx. us
Editor's Notes
- #3 Opinions and experiences based upon our own implementation, others may have different results. Fact No money for ProductSuite solution & certification, need to create own solution Outsider looking in. Overall financial/operations background. Liked OPM because business integration. Unaware of any personal limitations, did not know what OPM3 experts knew, so didn’t know where experts did not go and became pleasantly surprised with what I learned. Single OPM3 license to develop in-house solution, able to offer this tools & service to member agencies Fiction Implementation with temporary & ultimate delay thus creating new vision. OPM3 is assessment tool and don’t need it to implement organizational project management.
- #4 Over 12 years as healthcare executive profit/loss responsibility and 10 years IT project management at Fortune e-50. Newbie to public sector Given the task to create an OPM solution so proceeded fwd unknowing what was ahead
- #5 Broke down OPM3 into simplest parts Decide what parts are critical Create idea on what solution should look like Start to work
- #6 Many good Project Mgmt Maturity Models based upon institutional paradigms… PMI Gartner UMT Consulting Group Imagine the advantages of having an organizational specific, aka, – DIFFERENTIATED- PM maturity model that is consistently applied over long term. Many large institutional firms are chock-full of overall PM Knowledge…but… “Imagination is more important than knowledge”. Einstein
- #7 OPM3 is a framework, it is a tool… not a panacea. Customization created some key insights that Im going to share with you.
- #8 This is what was done in Tx. No sales propaganda, provided free with OPM3 knowledge foundation purchase. Understand Organizational Project Management Business operations impacts Project capability delivery Project & Business result metrics Customize assessment & improvements By virtue of doing this you gain intimate knowledge of OPM3 specifically Create improvement plan & metrics Applicable to your organizations Online tool & electronic database Control Efficient Costs differential Training & marketing
- #9 Gain knowledge on organizational project mgmt…ask business operational questions You already know project management concepts but need to learn what drives the business. Project capabilities delivered to business translates into business success Remember 70’s Lt. Columbo technique…use your less threatening demeanor to uncover business details Learn to talk the talk and walk the walk as business manager Organizational Project Mgmt Virtual Community of Practice Global reach Business & operational minded Sr. Level PM’s Various OPM models
- #15 VCP is PMI’s most critical initiative this year, because it will – and already is transforming our organization. To support VCP while it’s projectized and once it’s fully operational, 14 business sub teams were formed to redefine their processes to include support of virtual communities. Departments within PMI already have processes in place to support virtual communities. Volunteer leaders like myself have to transform and shift our focus from association management to knowledge strategy. VCP is about support; PMI is alleviating volunteer leaders’ burden of managing administration and operations to enable us with delivering knowledge and content that will drive member value. VCP will fuse community, knowledge and technology and the member’s experience will be consistent across all communities resulting in normalized member value.
- #18 Need single license to move fwd practice and learn OPM3 Able to perform multiple assessments in same organization for free
- #19 Practice using Online assessment. Learned structure of Capabilities & Improvement Directories Understand your service delivery and Business Prior to meeting with our CIO, we knew pain points and able to answer rapid fire OPM3 questions CIO was not able to focus on formal presentation but went straight to “what’s in it for me”?
- #21 In creating business plan had to consider cost/benefits, used internal project methods. Strategic & tactical executive pain points Interviewed our IT folks on possibility of enterprise vs non-enterprise database I did not consider an exit or conversion strategy…if environment changes what are you going to do and what we did?
- #23 We were able to use MS Access and I would be administering the database I or our admin would issue login ID and survey number after group orientations They would have 30 days to complete online assessment They would select PM, SME, Analyst, IRM They could anonymously request overall results, we had separate database that would not identify staff email address
- #28 Local administration allows you to warehouse your own results vs PMI warehouse Control security and confidentiality of your problem areas by maintaining own warehouse You control when and what Best Practices you wish to integrate with new releases of OPM3. May not want Program, Portfolio in your assessments Improvement paths not disrupted with new releases of OPM3 Able to use single OPM3 license to create database that is shared across the same organization Create reports that better suited for your organization. I would schedule follow-up interviews to validate trends or responses
- #30 Examples of simplifying language
- #33 HHSC immature organizational project management maturity HHSC not ready for Program & Portfolio Domains (Best Practices & improvements)
- #34 Before trying to simplify I discovered simple patterns exists Standardize Measure Control Improve patterns exists
- #36 Once you have understanding of the SMCI patterns that exists, you can move fwd to simplifying the content to suit your organization
- #38 Best Practice 2880 and respective Capabilities
- #39 Hide Capabilities & Improvements compatible with environment risk tolerance appetite.
- #40 Simplifying and customizing requires the greatest amount resources, consider scaling this work to fit your budget parameters, timeliness and strategic/tactical improvement initiatives. Jamie Northrup commented genius on my simplifying SAM and I thought I was just being lazy and didn’t want to do a lot of extra work. Ernie could only work on OPM3 25% of the time but had help of 2 admins on creating database of questions
- #41 Development costs were not costly enterprise solution. No need for OPM3 consultant as I had to learn it myself. As I was internal agency staff, I had first hand knowledge of operations vs outside consultant.
- #43 Managerial staff attends group orientation and performs own assessments on their time availability Project team staff attends group orientation and performs own assessment on their time availability I perform analysis, trends and irregularities to prepare recommendations on results Convene Management team to review results and confirm improvement areas and decision to move fwd Convene Project Team members to review results and confirm improvement areas and decision to move fwd
- #45 Enterprise PMO: to work with Mgmt and Project teams to create acceptable Improvement plan and prepare business plan for client’s use
- #46 Proposed time line for servicing multiple agencies. Preferred to have go/no go decisions before getting too deep into 2nd agency.
- #47 Some OPM3 1st Ed. Capabilities & improvement paths may have changed or become obsolete with OPM3 2nd Ed. Updates Tx State Legislature mandates consistent implementation of project management methodology, oppty for member agencies to assess their effectiveness with PMI standard
- #48 OPM3 Product Suite staff have license to use the OPM3 tools, however, if this person leaves, ability to use your organization’s data also leaves.
- #51 Our OPM3 project was shelved and was able to leverage OPM knowledge in other areas