The document discusses the Organizational Project Management Maturity Model (OPM3). It provides background on Dr. Khaled Bubshait, who developed OPM3. It then defines OPM3 as a standard developed by PMI to help organizations assess and improve their organizational project management capabilities. The implementation process involves gaining knowledge of OPM3, conducting an assessment, and developing an improvement plan. Benefits include helping organizations understand and improve their project management to better achieve strategic goals through projects.
2. Dr. Khaled Ahmed Bubshait
Khaled Bubshait is a Professor of project/operations
Management at King Fahd University of Petroleum and
Minerals. He was the former Director of the Economic and
Management Center at the Research Institute at KFUPM,
Dhahran, Saudi Arabia. He received his undergraduate
degree B.S in applied Civil Engineering (1976) , his MBA from
KFUPM(1978), and his PhD from Georgia State University,
USA (1984). He published several articles in the area of
project Management, operations Management, Total Quality
Management, Business Incubator and SME Strategies . Also
he led the project team for establishing a National Training
Plan for the Kingdom of Saudi Arabia. He is also in the
Editorial Board of the Business Process Reengineering &
Management Journal and the Benchmarking Journal. And Dr.
Bubshait was the former president pf the American Cost
Engineer Arabian Gulf Section Tel . 055842500
3. PRESENTATION OUTLINES
The philosophy of Project Management
Reasons For project Failure
OPM3 Definition
Implementation Process
Benefits
Source
8. Time Data
Cost Data
Performance Data
Procurement Data
Owner special
Data
Brainstorming Process
Company Needs
Market Research.
Feasibility Study
Change of Objectives
New Product Development
Proposal Development
Conceptual Estimate
Paper
Design basis Paper
Full Proposal
Proposal
Project
Plan
Project
Control
Analysis
Corrective
Actions
Commissioning
Project Meeting
Project Status
Report
Progress Measure
Procurement
Contractual
Conditions
Contractor
Productivity
Procurement
Deadlines
Manpower Loading
Claim Request
Change Orders
Additional
Time/Cost Analysis
Project Management Systems
9. More than $250 billion is spent
each year in the United States on
IT application development of
approximately 175,000 projects.
31.1% of projects will be
canceled before they ever get
completed.
Practices
10. 52.7% of projects will cost 189%
of their original estimates.
Lost opportunity costs are not
measurable, but could easily be in
the trillions of dollars.
11. • 69% of organizations have no formal
organizational definition of project
management roles and responsibilities
• 62% of project resources are
allocated to projects on a part-time
or informal basis
12. • 81% of resource assignments occur
with no formal coordination or
organizational management
• 64.5% of project managers have little
or no formal training in project
management or resources allocation.
13. • Most people working as project managers
today didn't set out as such as their
career path. In point of fact, for many
project managers it still isn't their career
path.
• Many still have full-time jobs and
functional responsibilities, and the task of
keeping one--or several--projects in line is
just one of many balls they juggle as they
navigate their day.
14. The Top 10 Reasons Projects Fail (1)
• Inadequately trained and/or inexperienced
project managers;
• Failure to set and manage expectations;
• Poor leadership at any and all levels;
• Failure to adequately identify, document
and track requirements;
• Poor plans and planning processes;
15. • Poor effort estimation;
• Cultural and ethical misalignment;
• Inadequate or misused methods; and
• Inadequate communication, including
progress tracking and reporting;
• Misalignment between the project team and
the business or other organization it
serves.
The Top 10 Reasons Projects Fail (2)
16. What Does it Take?
• Project integration management;
• Project scope management;
• Project time management;
• Project cost management;
• Project quality management;
• Project human resource management;
• Project communications management;
• Project risk management; and
• Project procurement management.
19. Since 1998, hundreds of professionals
have contributed to the development of
a new PMI standard called “OPM3”
that will help organizations address
these issues.
20. WHAT IS OPM3?
OPM3 is an acronym for the
Organizational Project
Management Maturity Model
a standard developed under the
stewardship of the Project
Management Institute.
21. The purpose of this standard
is to provide a way for organizations to
understand organizational project
management and to measure their
maturity against a comprehensive
and broad-based set of organizational
project management Best Practices.
OPM3 also helps organizations wishing
to increase their organizational project
management maturity to plan for
improvement.
22. Organizational Maturity Levels
Level 5 – Optimizing
Processes and performance continually improved
through quantitative measures and analysis.
(leader)
Level 4 – Quantitatively
Managed
Product quality and process performance are
quantitatively measured.
A repository of measures exists to support fact-
based decision-making.( Lesson learned) Saudi
Aramco
Level 3 – Defined
Processes are defined, understood, and consistently
applied from an organizational perspective.
Processes are proactively managed and improved.
Level 2 – Managed
Repeatable processes are practiced on a project
level.
Process discipline is maintained through times of
stress.
Visibility to Status and delivery of work products at
defined intervals.
Level 1 - Initial
Processes are ad hoc.
Results are unpredictable.
Success is dependent on heroics of the project team.
23. OPM3 WHAT FOR?
PMI’s Organizational Project Management
Maturity Model or OPM3 is designed to guide
organizations in the development of the
Capabilities necessary to achieve Best Practices
in Organizational Project Management (OPM).
OPM combines portfolio, program, and project
management to achieve the goals/strategies of
an organization through projects.
24. OPM3 SPECIFICALLY ADDRESSES THE FOLLOWING
10 AREAS:
1. Standardization and Integration of Processes
2. Utilization of Performance Metrics
3. Commitment to the Project Management Process
4. Alignment and Prioritization of Projects
5. Implementation of Continuous Improvement Processes
6. Using Success Criteria for results analysis
7. Understanding People and Competence
8. Allocation of Resources to Projects
9. Organizational Fitness
10. Teamwork.
25. HOW DOES OPM3 WORKS?
There are three basic elements to applying
OPM3 in an organization:
•Knowledge
•Assessment
•Improvement
.
26. HOW DOES OPM3 WORKS?
There are three basic elements to applying
OPM3 in an organization:
Knowledge
OPM3 is the first iteration of a body of
knowledge on the subject of organizational
project management and a subset of the larger
project Management Body of Knowledge
(PMBOK). Because this standards will form the
basis of an organization's maturity assessment,
familiarity with the contents of the standard is
essential.
27. Assessment.
In Assessment, the organization uses an
assessment tool to determine areas of strength
and weakness in relation to the body of best
practices. This assessment process will help the
organization decide which Best Practices or
groups of Best Practices to investigate further,
either to confirm competency in an area or to
identify constituent Capabilities of one or more
Best Practices that need attention. OPM3
outlines how to conduct this detailed
investigation in the most helpful way for the
organization, through the use of the
Directories.
28. .
Improvement
The results of the Assessment will include a list
of capabilities not yet fully developed in the
organization. OPM3 provides guidance in
placing these in order of importance, and this
sequence forms the basis for any subsequent
plans for improvement. The actual process of
implementing improvements in an organization,
which may involve organizational development,
change management, restructuring, retaining,
and other initiatives, is beyond the scope of this
standard.
29. Requirements
input Scope Statement
Product Description
Procurement Resources
Market Condition
Purchasing Policy
Tools &
Techniques
Make or Buy Analysis
Expert Judgment
Contract Type Selection
Chain Suppliers
JIT
Output Procurement Management
Plan
Procurement Planning
30. Quality Planning
Requirements
Quality Assurance
Requirements
Quality Control
Requirements
input Quality Policy
Scope Statement
Product Description
Standards and Regulation
Stakeholders Input
Quality Management Plan
Quality Control Metrics
Operational Definition
Work Results
Quality Management
Plan
Operational Definition
Check list
Tools
&
Techn
iques
Benchmarking
Flowcharting
Cost of quality
Project Schedule
Check list
Pareto Diagram
CMMI
Statistical Tools
Audits
TQM
Inspection
Control Chart
Pareto Diagram
Trend analysis
Outp
ut
Quality Management Plan
Operational Definition
Check list
Quality Assurance Plan
Quality Improvements
Expected Quality
Acceptance decision
Rework orders
Process Adjustment
Quality Planning
36. Requirements
input Scope Statement
Product Description
Procurement Resources
Market Condition
Purchasing Policy
Tools &
Techniques
Make or Buy Analysis
Expert Judgment
Contract Type Selection
Chain Suppliers
JIT
Output Procurement Management
Plan
Procurement Planning
37. Quality Planning
Requirements
Quality Assurance
Requirements
Quality Control
Requirements
input Quality Policy
Scope Statement
Product Description
Standards and Regulation
Stakeholders Input
Quality Management Plan
Quality Control Metrics
Operational Definition
Work Results
Quality Management
Plan
Operational Definition
Check list
Tools
&
Techn
iques
Benchmarking
Flowcharting
Cost of quality
Project Schedule
Check list
Pareto Diagram
CMMI
Statistical Tools
Audits
TQM
Inspection
Control Chart
Pareto Diagram
Trend analysis
Outp
ut
Quality Management Plan
Operational Definition
Check list
Quality Assurance Plan
Quality Improvements
Expected Quality
Acceptance decision
Rework orders
Process Adjustment
Quality Planning
38. OPM3 Benefits
• Help organizations understand current project
management, program management and portfolio
management.
• Enable executives to assess their own organization or
partner’s ability to achieve strategic priorities through
projects.
• Identify areas for improvement and ways to make
coordinated improvements by increments.
• Help all level of management understand how to
create an environment for successful project activity.
39. • Help those responsible for project management,
identify drivers of project results and set standards for
excellence.
• Enable organizations to achieve consistent
implementation of project management work
methods through standardization and
institutionalization.
• Demonstrate relationships between executive
functions and project management functions.
• Explain how to make project management
measurable within an organization.
40. • Rally an organization or its partners to focus on
project management improvements.
• Facilitate organizational change associated with
developing projects, program, and portfolio
management functions.
• Develop consistency and predictability in project
delivery.
• Distinguish your own organization from competitors.