This document provides an overview of the Organizational Project Management Maturity Model (OPM3). It discusses how OPM3 can help organizations improve project management practices at the portfolio, program, and project levels to better achieve strategic goals. The document also summarizes an assessment of three Hong Kong companies conducted using the OPM3 framework, finding their project management capabilities were more developed than program and portfolio management.
This document outlines a presentation on Organizational Project Management (OPM) and maturity models. It discusses the OPM3 framework from PMI, which includes 488 best practices across project, program, and portfolio management processes and organizational enablers. Alternative frameworks like CMMI, IT-CMF, and Kerzner PM3 are also summarized. The benefits of implementing these frameworks include reduced costs, improved schedules and quality. The presentation concludes with references and information on where to find more details on OPM3, CMMI, IVI, and other standards.
“Organizational Project Management Maturity Model – An Insider’s Overview”Saji Madapat
The document provides an overview of OPM3 (Organizational Project Management Maturity Model), which is a standard developed by PMI to help organizations improve project management and align projects with organizational strategy. It discusses key concepts in OPM3 including organizational maturity, best practices, and a five-step process for implementing OPM3. The presentation includes an example of conducting a self-assessment using the OPM3 tool to evaluate an organization's project management maturity.
The document provides an overview of the Organizational Project Management Maturity Model (OPM3). It discusses key concepts such as organizational project management, the OPM3 concept and maturity levels, and the OPM3 cycle. The OPM3 aims to assess and improve an organization's maturity in applying project management principles. It identifies over 600 best practices and their capabilities. Conducting an OPM3 assessment allows an organization to evaluate its current state and identify areas for improvement to better link projects to strategic goals.
Organizational project maturity model (opm3)Daniele Pinto
The Organizational Project Management Maturity Model (OPM3) provides a framework for organizations to assess and improve their project management capabilities. It evaluates an organization's portfolio, program, and project management practices across multiple domains and maturity levels. The OPM3 implementation process involves conducting a gap analysis to understand current capabilities, defining improvement initiatives, and developing a roadmap to advance practices over time. Regular assessments are then used to plan additional improvements and monitor progress towards maturity. The model provides a comprehensive and structured approach to align an organization's project management with its strategic objectives.
Implementación de una PMO, casos de éxito, realizado por Shammy Coello Jairala; Ing. PMP, Gerente General de Paragon Ecuador durante el Primer Simposio de Gerencia de Proyectos y PMO - Ecuador.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
This document outlines a presentation on Organizational Project Management (OPM) and maturity models. It discusses the OPM3 framework from PMI, which includes 488 best practices across project, program, and portfolio management processes and organizational enablers. Alternative frameworks like CMMI, IT-CMF, and Kerzner PM3 are also summarized. The benefits of implementing these frameworks include reduced costs, improved schedules and quality. The presentation concludes with references and information on where to find more details on OPM3, CMMI, IVI, and other standards.
“Organizational Project Management Maturity Model – An Insider’s Overview”Saji Madapat
The document provides an overview of OPM3 (Organizational Project Management Maturity Model), which is a standard developed by PMI to help organizations improve project management and align projects with organizational strategy. It discusses key concepts in OPM3 including organizational maturity, best practices, and a five-step process for implementing OPM3. The presentation includes an example of conducting a self-assessment using the OPM3 tool to evaluate an organization's project management maturity.
The document provides an overview of the Organizational Project Management Maturity Model (OPM3). It discusses key concepts such as organizational project management, the OPM3 concept and maturity levels, and the OPM3 cycle. The OPM3 aims to assess and improve an organization's maturity in applying project management principles. It identifies over 600 best practices and their capabilities. Conducting an OPM3 assessment allows an organization to evaluate its current state and identify areas for improvement to better link projects to strategic goals.
Organizational project maturity model (opm3)Daniele Pinto
The Organizational Project Management Maturity Model (OPM3) provides a framework for organizations to assess and improve their project management capabilities. It evaluates an organization's portfolio, program, and project management practices across multiple domains and maturity levels. The OPM3 implementation process involves conducting a gap analysis to understand current capabilities, defining improvement initiatives, and developing a roadmap to advance practices over time. Regular assessments are then used to plan additional improvements and monitor progress towards maturity. The model provides a comprehensive and structured approach to align an organization's project management with its strategic objectives.
Implementación de una PMO, casos de éxito, realizado por Shammy Coello Jairala; Ing. PMP, Gerente General de Paragon Ecuador durante el Primer Simposio de Gerencia de Proyectos y PMO - Ecuador.
Do you know what it takes to build a high-IMPACT PMO?
(attend the free training for this slideshare here: http://bit.ly/2Gu1I7S)
Whether you are starting a PMO for the first time, trying to get your PMO back on track, or just want to ensure that your PMO is as high-IMPACT as possible, this presentation will get right to the heart of what actually makes a difference, where you should start, and how to accelerate your PMO performance to deliver high-IMPACT outcomes for the organization.
It’s time to stop talking about “PMO survival” and ensure that YOU and your PMO are THRIVING!
This system has been developed leveraging more than 20 years of research and application of the most important techniques that Laura has used to transform the careers of hundreds of project managers, enabling them to become an invaluable strategic asset that business leaders are fighting over.
If you would like to attend the free training on this topic, go here: http://bit.ly/2Gu1I7S
After watching this presentation, you will be prepared to leverage a set of immediately applicable techniques to help you Get. It. Done.
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
This document summarizes a workshop on evaluating PMOs presented by Americo Pinto. It provides background on Americo Pinto and his experience studying over 300 PMOs. The PMO Value Ring methodology was developed over 6 years of research with 89 PMO leaders and provides recommendations to configure a PMO in a way that generates value for an organization. It involves identifying PMO stakeholders and their expectations, selecting appropriately aligned functions for the PMO, defining processes to execute those functions, establishing metrics to monitor performance, ensuring the PMO team has the right skills, assessing maturity levels over time, and monitoring value generation through strategic indicators.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
This document provides an overview of key concepts for the PMP exam presented by Saad Merie, a PMP holder at Engosoft. It covers the exam structure and requirements, the PMBOK framework and knowledge areas, project lifecycles, and common terms. It also includes examples of exam questions and their answers. The presentation aims to help participants understand what is tested on the PMP exam and how to prepare for it.
El documento proporciona una guía detallada para establecer una oficina de gestión de proyectos (PMO) en una organización. Explica los beneficios de una PMO, cómo determinar las necesidades de la organización, seleccionar un modelo adecuado, definir procesos y métricas, y establecer objetivos para mejorar la madurez de la gestión de proyectos de manera incremental a través de múltiples ciclos.
Free notes on Project Scope Management,PMP Chapter 5, PMBOK, PMP Exam Preparation training
Why Manage Scope
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Online PMP Training,Instructor led PMP training,PMP training online,PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
PMO - Added value instead of administrationAndreas Splett
This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn’t the real value of a
PMO.
The document discusses the Organizational Project Management Maturity Model (OPM3). It describes OPM3 as a framework that organizations can use to assess and improve their organizational project management capabilities. OPM3 categorizes best practices and capabilities according to project management process groups and organizational project domains. Once implemented, OPM3 will help organizations understand their project management maturity, align projects with strategy, and improve outcomes. The OPM3 standard will be released in December 2003 to help organizations strengthen their project management practices.
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
PMP Certification Chapter one Summary of PMBOKskiltful
This presentation provides a summary of Chapter 1 of the PMP certification Guide - The PMBOK. Skiltul is an training business that provides free online training for personal and business developement
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
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.
During my preparation for (PMP)® exam, I tried my best to list the most important notes to be a useful tool for the last days general quick memorizing process. In this document, the most expected, high probability concepts and knowledge that will be tested where highlighted.
These 1250 note were solicited from (PMI)® publications such as: PMBOK ® Guide 5th edition and Project Management Professional Exam Outline 2015. Also, many other notes were quoted from Rita Mulcahy's (PMP)® exam preparation 8th Edition Tricks of the Trade® and the book useful exercises.
Finally, a Self-Study Notes were documented as a lessons learned from many recommended exams included but not limited to: PMstudy, Oliver Lehmann, Sean Whitaker PMP®2016 and many others.
La PMO será responsable de coordinar las líneas del proyecto para estandarizar y optimizar el proceso y resultados. Primero, establecerá la metodología de gestión de proyectos basada en estándares como PMI e ITIL. Segundo, diseñará la implementación a través de un Plan de Gestión del Proyecto que cubra alcance, tiempo, costos, calidad, comunicaciones, riesgos, recursos humanos y adquisiciones.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
This document summarizes a workshop on evaluating PMOs presented by Americo Pinto. It provides background on Americo Pinto and his experience studying over 300 PMOs. The PMO Value Ring methodology was developed over 6 years of research with 89 PMO leaders and provides recommendations to configure a PMO in a way that generates value for an organization. It involves identifying PMO stakeholders and their expectations, selecting appropriately aligned functions for the PMO, defining processes to execute those functions, establishing metrics to monitor performance, ensuring the PMO team has the right skills, assessing maturity levels over time, and monitoring value generation through strategic indicators.
The New PMP Exam: Changes and Implications (With Annotation)CliffordEgbomeade
Find out what is changing and get your questions answered - Separating facts from myths.
As you may already know, the PMP exam changes from January 2, 2021.
We are aware that questions about this change abound.
In this webinar, you’ll learn:
〉 Why the change
〉 What are the change: Exam based on new exam content outline, online proctored, a new set of books, PMBoK, REP to ATP, etc.
〉 Implications & Options: Cost & time implication
〉 Next step
This document provides an overview of key concepts for the PMP exam presented by Saad Merie, a PMP holder at Engosoft. It covers the exam structure and requirements, the PMBOK framework and knowledge areas, project lifecycles, and common terms. It also includes examples of exam questions and their answers. The presentation aims to help participants understand what is tested on the PMP exam and how to prepare for it.
El documento proporciona una guía detallada para establecer una oficina de gestión de proyectos (PMO) en una organización. Explica los beneficios de una PMO, cómo determinar las necesidades de la organización, seleccionar un modelo adecuado, definir procesos y métricas, y establecer objetivos para mejorar la madurez de la gestión de proyectos de manera incremental a través de múltiples ciclos.
Free notes on Project Scope Management,PMP Chapter 5, PMBOK, PMP Exam Preparation training
Why Manage Scope
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Online PMP Training,Instructor led PMP training,PMP training online,PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
PMO - Added value instead of administrationAndreas Splett
This slide show should point out the benefits of PMOs. Project Management Offices can provide basic administrative support, but this isn’t the real value of a
PMO.
The document discusses the Organizational Project Management Maturity Model (OPM3). It describes OPM3 as a framework that organizations can use to assess and improve their organizational project management capabilities. OPM3 categorizes best practices and capabilities according to project management process groups and organizational project domains. Once implemented, OPM3 will help organizations understand their project management maturity, align projects with strategy, and improve outcomes. The OPM3 standard will be released in December 2003 to help organizations strengthen their project management practices.
Project management process groups case studyDhani Ahmad
This chapter describes the five project management process groups of initiating, planning, executing, monitoring and controlling, and closing. It provides an example case study of an organization applying these process groups to manage an IT project to develop a project management intranet site. The case study illustrates how effective use of each process group, including project initiation documents, project planning documents, milestone reports, and lessons learned, can contribute to project success.
PMP Certification Chapter one Summary of PMBOKskiltful
This presentation provides a summary of Chapter 1 of the PMP certification Guide - The PMBOK. Skiltul is an training business that provides free online training for personal and business developement
The IT PMO - A Handbook for Federal ProgramsVergys
The IT PMO is the nexus among strategy, IT initiatives, budget, and business objectives. And as the need for information technology grows, so does the importance of the IT PMO. This handbook outlines the processes and artifacts to initiate, execute, and mature a well-functioning PMO.
Jack Brown has created a 100-day plan as the new Director of Project Management to establish initial priorities, build foundations, and deliver early wins. The plan involves conducting briefings to gather input, establishing management style and direction, identifying issues and opportunities, and creating measurable initiatives. Key activities in the initial period include meeting with stakeholders, assessing resources and processes, and piloting improvements to build confidence and momentum.
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.
During my preparation for (PMP)® exam, I tried my best to list the most important notes to be a useful tool for the last days general quick memorizing process. In this document, the most expected, high probability concepts and knowledge that will be tested where highlighted.
These 1250 note were solicited from (PMI)® publications such as: PMBOK ® Guide 5th edition and Project Management Professional Exam Outline 2015. Also, many other notes were quoted from Rita Mulcahy's (PMP)® exam preparation 8th Edition Tricks of the Trade® and the book useful exercises.
Finally, a Self-Study Notes were documented as a lessons learned from many recommended exams included but not limited to: PMstudy, Oliver Lehmann, Sean Whitaker PMP®2016 and many others.
La PMO será responsable de coordinar las líneas del proyecto para estandarizar y optimizar el proceso y resultados. Primero, establecerá la metodología de gestión de proyectos basada en estándares como PMI e ITIL. Segundo, diseñará la implementación a través de un Plan de Gestión del Proyecto que cubra alcance, tiempo, costos, calidad, comunicaciones, riesgos, recursos humanos y adquisiciones.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
What is Project Management Framework.pdfDivya Malik
Project management methodology is a set of techniques that helps in evaluating and planning the project. The success of the project depends on how it is executed. Choosing an appropriate project management methodology will help in executing the project with ease.
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
This document discusses key topics in project management as outlined by the Project Management Institute (PMI). It begins by highlighting the importance of project management and poor track records of project success. It then discusses PMI, their certifications like the PMP, and organizational project management maturity. Finally, it provides an overview of project management principles including defining projects and operational work, and characteristics of project management. The document is meant to illustrate the need for improved project management practices and teachings from PMI.
Read about the Quality Management Process on page 25 of the text. .docxcatheryncouper
Read about the Quality Management Process on page 25 of the text.
1. Why are measurements critical to quality management? What types of measures are available for quality?
2. How important is it to include a quality assessment in your project WBS? What can happen if quality is overlooked?
3. Let’s do a little research on Six Sigma. What is it and why is it important to quality management?
Additional Instructions:
For Threaded Discussion 2, read about the Quality Management Process on page 25 of the text.
In your paper explain why are measurements critical to quality management and explain the types of measures are available for quality that a Project Manager can use.
Explain why it is important to include a quality assessment in your project’s WBS and include what can happen if quality is overlooked.
We will use Six Sigma as a means to support quality. Do some research and briefly explain what it is and why is it important to quality management.
Be sure to include an introduction, body of your paper, and conclusion.
TD2’s paper should be a minimum two pages not including APA title and Reference page. Use APA 6th edition, citations and references must be correctly used, and grammar and punctuation at par.
Post your paper due no later than Friday night August 15th by 11:59pmMT, in this discussion. Response to classmate papers is not necessary.
TD1 paper is worth 15 points. (Questions 10 pts., Format/Mechanics 3 pts., Grammar and APA 2 pts.)
I will use Turnitin to validate originality.
Thank You,
Alex
Students will find several direct links to the PMBoK in this text. First, the key terms and their definitions are intended to follow the PMBoK glossary (included as an appendix at the end of the text). Second, chapter introductions will also highlight references to the PMBoK as we address them in turn. We can see how each chapter not only adds to our knowledge of project management but also directly links to elements within the PMBoK. Finally, many end-of-chapter exercises and Internet references will require direct interaction with PMI through its Web site.
As an additional link to the Project Management Institute and the PMBoK, this text will include sample practice questions at the end of relevant chapters to allow students to test their in-depth knowledge of aspects of the PMBoK. Nearly 20 years ago, PMI instituted its Project Management Professional (PMP) certification as a means of awarding those with an expert knowledge of project management practice. The PMP certification is the highest professional designation for project management expertise in the world and requires in-depth knowledge in all nine areas of the PMBoK. The inclusion of questions at the end of the relevant chapters offers students a way to assess how well they have learned the important course topics, the nature of PMP certification exam questions, and to point to areas that may require additional study in order to master this material.
This text ...
This document provides an overview of project management certification and accreditation. It discusses the history of project management as a discipline and how it has evolved over time. It also summarizes several project management approaches, standards, and certifications from the Project Management Institute (PMI), including the PMP certification. The benefits of PMI membership are highlighted.
The document discusses the strategy and roadmap for the ePMO (enterprise project management office) at MSC over fiscal year 2015. It outlines three pillars for the ePMO strategy: project competency, project excellence, and PMO best practices. For project competency, it discusses developing a project capability center (PCC) with career paths and competency assessments for project managers. For project excellence, it discusses achieving higher levels of portfolio/program/project maturity based on frameworks from Gartner and P3M3. For PMO best practices, it lists several practices around leadership, project and business acumen, reporting, and resource and risk management.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
The document discusses the initiating process for projects, including pre-initiating tasks, breaking large projects into smaller phases, and key initiating tasks like creating a project charter and holding a kick-off meeting. It provides an example of initiating the Just-In-Time Training project at Global Construction, which was divided into two phases with defined scope, time, and cost goals for phase one. The importance of top management support and developing an organizational project management methodology are also covered.
The document discusses a sample course on PMP exam preparation based on the PMBOK 6th edition, outlining the learning objectives, course modules, and introductions. It provides an overview of the PMP certification requirements and application process, as well as introducing key terms and frameworks in project management such as the project life cycle, development lifecycle, process groups, and knowledge areas.
The document provides an overview of project management frameworks and concepts. It discusses the growing demand for project management skills and the project management body of knowledge. It also summarizes key project phases like initiation, planning, execution, monitoring and control, and closing. Additionally, it outlines several project management tools and techniques such as work breakdown structures, Gantt and PERT charts, critical path method, and organizational project management maturity models. Finally, it briefly discusses Agile project management trends and PMI certifications.
This document discusses organizational project management maturity assessments. It provides an overview of the purpose and objectives of assessments, which are to evaluate an organization's project management practices, identify gaps, and provide recommendations to improve capabilities. A five-level model is described that organizations can use to stage continuous improvements, from informal practices to optimized processes. Conducting regular assessments can help organizations benchmark progress and prioritize further developments.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
Defining organizational project management 2012Nigel Williams
Organizational Project Management (OPM) involves the systematic management and integration of temporary projects, programs, and portfolios to enable strategic initiatives in organizations. OPM can be viewed as both an organizational structure, where companies are made up of interconnected projects, and as a set of practices to evaluate and improve project management maturity. Effective OPM requires considering key elements like positioning projects within the organization's strategy, governance structures, interfaces between projects, practices, and performance measurement.
Sameer Mitter | Introduction to Information technology Project ManagementSameer Mitter
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Sameer Mitter | Introduction to Information technology Project Management
Opm3 050607 hkcs
1. OPM3TM
Organizational Project Management Maturity Model
Kevin Chui
Vice President, PMI Hong Kong Chapter
Translate strategy into success...
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3. Project Management Institute
(PMI)
• Established in 1969, headquartered in USA
• World’s leading not-for-profit project management
professional association
– More than 154,000 members in over 140 countries and
representing different industries (Jan 2005)
– Over 280 chartered and potential chapters
– Over 30 Specific Interest Groups (SIG)
• PMI Hong Kong Chapter established in 1998
– More than 750 members and 600 PMP
4. Industries Deploying Project
Management
• Information technology
• Telecommunications
• Construction & engineering
• Healthcare
• Financial services
• Education and training
• Automobile
• Space & aircraft
• Manufacturing
• Pharmaceutical
• And many more…
5. Agenda
1. Overview of Portfolio, Program, and
Project Management
2. OPM3 Concepts
3. OPM3 Cycle
4. A Self-Assessment Example
5. How Do Hong Kong MNC Perform?
7. IT Projects: Common Concerns
• Is there visibility regarding IT investment
and projects among different business units
such that:
– There is no redundant investment;
– Projects for different BU can be managed in
such a way that benefit the entire organization;
– Projects are prioritized according to business
objectives?
8. IT Projects: Common Concerns
• Are projects managed effectively so that
they can be delivered on time, within
budget, and according to specifications?
• Is the business deriving the maximum value
from its investments in IT projects?
9. Key Objectives of IT Projects
• Maximize value of IT investments while minimizing risk
• Achieve the company’s business strategic objectives
through IT projects
• Improve communication and alignment between IT and
business leaders
• Encourage business leaders to think about the entire
company, not their own business units, and to take
responsibility for projects
• Allow planners to schedule resources more efficiently
• Reduce the number of redundant projects
10. Organization Project
Management and Maturity
• Organization Project Management
– The application of knowledge, skills, tools, and
techniques to organizational and project activities to
achieve the aims of an organization through projects
• The degree to which an organization practices this
type of project management is referred to as
organization project management maturity
• In OPM3, maturity is reflected by the combination
of Best Practices achieved within the Project,
Program, and Portfolio domains
11. The Value of
Project Management
• PMI commissioned Professor William Ibbs
and Justin Reginato from the University of
California at Berkeley to research 52 US
corporations on the value of project
management
• The research started in 1997 and the results
were published in 2002
12. Finding 1: Companies with more mature
project management practices have
better project performance
• Companies with more mature practices
deliver projects on time and on budget
• Less mature companies may miss their
schedule targets by 40 percent and their cost
targets by 20 percent
13. Finding 2: Project management maturity is
strongly correlated with more predictable
project schedule and cost performance
• More mature companies have a Schedule
Performance Index (SPI) variation of 0.08 and
Cost Performance Index (CPI) variation of 0.11
• Less mature companies can have corresponding
values of 0.16 for both indices
• For a US$10m project, we are talking about
US$1.6m cost variation
14. Finding 3: Good project management
companies have lower direct costs than
poor project management companies
• High maturity companies have project
management costs in the 6-7 percent range
• Low maturity companies have average 11 percent
• Organizations with low project management
maturity also jeopardize the likelihood of project
success, leading to increased indirect costs (e.g.
late delivery, missed market opportunities, and
dissatisfied customers)
15. Spending and PM/ROI
versus PMM
Nascent
Project
Management
PMSpending
Percentage
Low
High
Stable
Project
Management
Transitional
Project
Management
Emerging
Project
Management High
PM/ROI
Low
PMM
16. The Virtuous Cycle of Project
Management
Project
Management
Cost (%)
Low Cost,
Low Return
High Cost,
Low Return
High Cost,
High Return
Low Cost,
High Return
PM/ROI
17. PMI Standards
• PMBOK – Managing individual projects
• Project management competency development
(PMCD) framework – for the project manager
• OPM3
– Standard for applying project management principles at
the organizational level
– Covering project, program and portfolio management
18. Popular Project Management
Maturity Model
Maturity Model Source
Project FRAMEWORKTM ESI
Project Maturity Model (PM2) Interthink, Canada
PRINCE2 Maturity Model (P2MM) CCTA, UK
Project Management Maturity Model (PMMM) PM Solutions, USA
Project Management Maturity Model (PMMM) The Program Management
Group, Wetherby, UK
Project Management Maturity Model (PMMM) APMG, UK
SW-CMM, SE-CMM, P-CMM, CMMI SEI, US
Unified Project Management® Methodology
(UPMM)
IIL, US
19. Do We Need Another
Maturity Model?
OPM3 ...
• Allows an organization to achieve strategic goals through
project management principles and practices
• Provides the most comprehensive Body of Knowledge
regarding what constitutes Best Practices in organizational
project management
• Enables an organization to perform an assessment of its
current state of organizational project management
maturity
• Helps organizations identify a path for improvement, and
provide guidance on prioritizing and planning
20. Background
What is OPM3? Projects Linked to Strategy
The challenge is to link organizational strategy to successful,
consistent, predictable project completion.
23. Portfolio, Program and Project
(PPP)
Project
• A temporary endeavor undertaken to create a unique
product, service, or result.
Program
• A group of related projects managed in a coordinated way
to obtain benefits and control not available from managing
them individually.
Portfolio
• A collection of projects and/or programs and other work
that are grouped together to facilitate effective
management to meet strategic business objectives.
24. OPM3 Stages (SMCI)
Four sequential stages of process improvement:
Standardize
(Develop/buy/acquire common process & monitor compliance)
Measure
(Measure performance standards & critical characteristics of process)
Control
(Develop, implement & audit system to maintain stable process control)
continuously Improve
(Identify process problems & implement continuous improvements)
26. Dimensions of OPM Maturity
First Dimension
Four progressive Stages of
Process Improvement (SMCI)
•Standardization
•Measurement
•Control
•continuous Improvement
Second Dimension
Three Domains (PPP)
•Project Management
•Program Management
•Portfolio Management
Zeroth Dimension
Within the above two
dimensions is the progression
of incremental Capabilities
leading to each Best
Practice
27. A Fourth Dimension –
Project Management Process Groups
(IPECC)
Fourth Dimension
Capabilities are also
categorized into the
five project
management process
groups (IPECC)
•Initiating
•Planning
•Executing
•Controlling
•Closing
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
28. Multi-dimensional Maturity
Note that there is no overall
system of “levels” of maturity.
Flexibility in applying the
model to the unique needs of
an organization
OPM3 is designed to be easy to
understand and use. It is also
scalable, flexible and customizable to
accommodate the wide range of
needs and objectives of
organizations of varying types and
sizes.
30. The Three Interlocking
Elements of OPM3
Knowledge – OPM3 foundational concepts
Assessment – Self assessment tool kit
Improvement – 600 organizational project
management best practices and their constituent
capabilities
31. The OPM3 Cycle
1. Prepare for
the Assessment
2. Perform the
Assessment
3. Plan for the
improvement
4. Implement
improvement
5. Repeat the
process
32. The OPM3 Cycle
1. Prepare for
the Assessment
2. Perform the
Assessment
3. Plan for the
improvement
4. Implement
improvement
5. Repeat the
process
33. OPM3 Construct
BEST
PRACTICES &
CAPABILITIES
BEST
PRACTICES &
CAPABILITIESStandardize
Measure
Control
Continuously
Improve
Project Program Portfolio
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35. Best Practice, Capabilities,
Outcomes and KPIs
Best Practice
• An optimal way currently recognized by industry to
achieve a stated goal or objective.
Capability
• An incremental step on a way to one or more best
practices.
Outcome
• Tangible or intangible result of applying a capability.
Key Performance Indicator (KPI)
• A metric by which an organization can determine, if an
outcome and to what degree on outcome exists.
36.
37. BP 3570 Manage Related Projects
Best Practice: Processes, structures and practices allow interactions
between projects to be coordinated
Capability (3570.020): Establish Program Management
The organization plans and manages related projects as a program.
PPP Program SMCI Standardize IPECC Executing
Outcome (3570.020.10): Stakeholder Requirements
The organization considers stakeholder requirements across the
program when assessing project results or changes.
KPI: Program-Level Change Management
38.
39. OPM3 Directories
• Best practices directory
– Lists nearly 600 best practices
• Capabilities directory
– Provides data on all the capabilities , organized based
on the best practices
• Each capability is associated with
– Domain
– Process improvement stage
– Process group (PMBOK)
– Key performance indicator (KPI)
• Improvement planning directory
– Shows the dependencies between capabilities
40.
41.
42. The OPM3 Cycle
1. Prepare for
the Assessment
2. Perform the
Assessment
3. Plan for the
improvement
4. Implement
improvement
5. Repeat the
process
45. Background
• From Oct 2004 to Jan 2005, PMI HK has
performed assessment for three Hong Kong MNCs
based on the OPM3 self assessment
• Methodology
– Our consultant team walked through the self-assessment
questionnaire with the participating organization’s management
team, comprising program manager, project managers, and other
senior executives.
– A final presentation was arranged regarding the findings, existing
states, target profile, and a roadmap to attain the target profile.
46. Result Summary
• Organization A performs well in Project Management (up
to Control level)
• Organization B performs very well in Project Management
(up to Improve level)
• Organization C performs quite good in Project
Management but lacking processes in Closing and Risk
Management
• Organization C also performs well in Program
Management (up to Improve level)
• All three organizations, however, lack processes in
Portfolio Management
47. How They Stand in
OPM Maturity
BEST
PRACTICES
Increasing
Maturity
A B
C
Portfolio
Program
Project
Standardize Measure Control
Continuously
Improve
48. A Few Observations
• Project Management is a well practiced discipline
in our sample organizations.
• Organizations consciously apply different
methodology for managing projects of different
size.
• The concept of Program Management is well
understood but not practiced. In our study, some
organizations manage complex projects as
programs.
• The concept of Portfolio Management is not well
understood and seldom practiced.
49. Thank You
• More information is available at:
http://opm3.pmi.org/