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PMI's OPM3 Third Edition: What It Means to You
The document discusses the Organizational Project Management Maturity Model (OPM3) and its significance for organizations in measuring their project management practices. It highlights the challenges faced by organizations, such as the high percentage of failed strategic initiatives and the gap between strategy formulation and project implementation. OPM3 provides a framework for assessing and improving project management maturity to achieve better business results and enhance organizational performance.
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PMI's OPM3 Third Edition: What It Means to You
- 1. PMI’s Third Edition: What ItMeans to You ® OPM3 Tony Appleby, PMP, SCPM, CSM PMI Certified OPM3® Professional
- 2. PMI RESEARCH P Antecedents andConsequences of User Coproduction in Information System Development Projects Digital Boundary Objects as Negotiation Facilitators: Spanning Boundaries in Virtual Engineering Project Networks 2
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- 8. PMI RESEARCH P Organizations withHigh Maturity Levels 8
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- 11. PMI RESEARCH P 88% Although nearly90 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. DEFINING SUCCESS P The classicproject paradigm of success: • Stays within original scope of the design • Completed on time • Completed on budget Gartner Research 12
- 13. DEFINING SUCCESS P The classicproject paradigm of success: • Stays within original scope of the design (9%) • Completed on time (12%) • Completed on budget (19%) Gartner Research 13
- 14. DEFINING SUCCESS P The BUSINESS paradigmof success: • Aligns with company strategy • Enhances competitive position • Supports revenue • Supports innovation 14 © 2013 Project Management Institute, Inc.
- 15. MATURITY MODELS P Enough withthe numbers, already… 15
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- 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 500,000lines of code at Raytheon as measured at differing maturity levels 19
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- 21. WHAT IS OPM3®? OrganizationalProject 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. OPM VALUE CHAIN Business Results Inputs Vision Mission Strategy Market Program,Project, Portfolio, & Organizational Environment Outputs Tools & Techniques 22
- 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
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- 29. OPM3® OVERVIEW Portfolio Management ASSESSMENT ProgramManagement Project Management Organizational Enablers Standardize Measure By Domain(s) By Improvement Stage(s) By Business Outcome(s) Control Continuously Improve 29
- 30. OPM3® OVERVIEW P DOMAINS ANDENABLERS 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
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- 32. OPM3® CONSTRUCT Best Practice BestPractice Capability Capability Outcome KPI Outcome KPI Outcome KPI Outcome KPI KPI Outcome Capability Capability Outcome KPI 32
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- 43. OPM3® APPROACH COMPARISONS By SupportAreas By Line of Business By Geography By Industry 43
- 44. OPM3® VALUE More matureorganizations 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. OPM3® ASSESSMENT Baseline current environmentand 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. OPM3® OUTCOMES Based onyour 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. OPM3® VALUE Percentage Improvementin All Organizations Percentage Improvement in IT Organizations 47
- 48. WHY SHOULD IBE 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. WHO SHOULD BE INTERESTEDIN 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. WHO SHOULD BE INTERESTEDIN 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. HOW DO IGET STARTED? • Professional Services • Community of Practice • Certification Training • Standards Benchmark SM 51
- 52. “The future isalready here; it is just unevenly distributed.” William Gibson
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- 54. WHO WE ARE BOUTIQUECONSULTANCY 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. WHAT WE DO ASSESSMENTSERVICES 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. HOW WE DOIT 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. VALUE TO CLIENTS DELIVERABLESDRIVEN Low cost, high impact engagements Rapid, tangible results Focus is on adding value and ensuring success “Added features” Trusted advisor / trusted partner 57