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.

1. PMI’s
Third Edition:
What It Means to You
®
OPM3
Tony Appleby, PMP, SCPM, CSM
PMI Certified OPM3® Professional

2. PMI RESEARCH
P
Antecedents and Consequences of User Coproduction
in Information System Development Projects
Digital Boundary Objects as Negotiation Facilitators:
Spanning Boundaries in Virtual Engineering Project
Networks
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3. PMI RESEARCH
P
There’s MORE???
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4. PMI RESEARCH
P
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5. PMI RESEARCH
P
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6. PMI RESEARCH
P
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7. PMI RESEARCH
P
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8. PMI RESEARCH
P
Organizations with High Maturity Levels
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9. PMI RESEARCH
P
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10. PMI RESEARCH
P
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11. PMI RESEARCH
P
88%
Although nearly 90 percent of executives say
implementing projects to deliver strategic
results is essential or very important…
61%
…61 percent say they struggle to close the
gap between strategy formulation and project
implementation.
44%
Nearly half of all strategic initiatives
did NOT succeed in the last 3 years.
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12. DEFINING SUCCESS
P
The classic project
paradigm of success:
• Stays within original
scope of the design
• Completed on time
• Completed on budget
Gartner Research
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13. DEFINING SUCCESS
P
The classic project
paradigm of success:
• Stays within original
scope of the design (9%)
• Completed on time (12%)
• Completed on budget (19%)
Gartner Research
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14. DEFINING SUCCESS
P
The BUSINESS
paradigm of success:
• Aligns with company
strategy
• Enhances competitive
position
• Supports revenue
• Supports innovation
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© 2013 Project Management Institute, Inc.

15. MATURITY MODELS
P
Enough with the
numbers, already…
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16. MATURITY MODELS
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17. MATURITY MODELS
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18. MATURITY MODELS
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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
500,000 lines of code at Raytheon as measured at differing maturity levels
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20. MATURITY MODELS
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21. WHAT IS OPM3®?
Organizational Project Management Maturity
Model – OPM3
• Provides a way for organizations to measure themselves
against best in class practices of managing Projects,
Programs, and Portfolios.
• Shows the maturity of organizations in implementing OPM to
achieve their organizational objectives.
• Highlights needed areas of improvement for organizations to
help them achieve better business results.
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22. OPM VALUE CHAIN
Business
Results
Inputs
Vision
Mission
Strategy
Market
Program, Project,
Portfolio, &
Organizational
Environment
Outputs
Tools & Techniques
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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
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24. OPM VALUE CHAIN
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25. OPM VALUE CHAIN
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26. OPM VALUE CHAIN
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27. OPM VALUE CHAIN
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28. OPM VALUE CHAIN
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29. OPM3® OVERVIEW
Portfolio Management
ASSESSMENT
Program Management

Project Management
Organizational Enablers
Standardize
Measure
By Domain(s)

By Improvement Stage(s)

By Business Outcome(s)
Control
Continuously
Improve
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30. OPM3® OVERVIEW
P
DOMAINS AND ENABLERS
PROJECT MANAGEMENT
47 process activities across 10 knowledge areas and
5 process groups
PROGRAM MANAGEMENT
36 process activities across 9 knowledge areas and
3 process phases
PORTFOLIO MANAGEMENT
16 process activities across 5 knowledge areas and
3 process groups
ORGANIZATIONAL ENABLERS
18 distinct enabler groups
4 categories
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31. OPM3® CONSTRUCT
Best
Practice
Capability
Outcome
Outcome
KPI
KPI
Capability
Outcome
KPI
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32. OPM3® CONSTRUCT
Best Practice
Best Practice
Capability
Capability
Outcome
KPI
Outcome
KPI
Outcome
KPI
Outcome
KPI
KPI
Outcome
Capability
Capability
Outcome
KPI
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33. OPM3® CONSTRUCT
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34. OPM3® CONSTRUCT
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35. OPM3® CONSTRUCT
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36. OPM3® CONSTRUCT
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37. OPM3® CONSTRUCT
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38. OPM3® CONSTRUCT
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39. OPM3® CONSTRUCT
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40. OPM3® CONSTRUCT
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41. OPM3® CONSTRUCT
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42. OPM3® CONSTRUCT
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43. OPM3® APPROACH
COMPARISONS

By Support Areas

By Line of Business

By Geography

By Industry
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44. OPM3® VALUE
More mature organizations enjoy:
• increased throughput in their portfolio pipeline,
• earlier time-to-market,
• increased customer satisfaction,
• higher quality outputs,
• improved employee morale,
• budget and schedule adherence, and
• significant other improvements to capabilities and outcomes.
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45. OPM3® ASSESSMENT
Baseline current
environment and
document issues
through
interviews,
surveys, and
artifact reviews
Map current
situation with the
maturity model
and industry best
practices to
identify gaps
Compile and
document project
management
maturity
assessment
findings
Document and
prioritize
recommendations
for improvements
OPTIONS

Level of rigor of the assessment

Organizational elements to be assessed

Deliverables to be produced

Use of surveys and/or focus groups
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46. OPM3® OUTCOMES
Based on your value strategy
for your target market as the
means to achieve
better performance,
better results, and a
sustainable competitive
advantage for your company.
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47. OPM3® VALUE
Percentage Improvement in
All Organizations
Percentage Improvement in
IT Organizations
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48. WHY SHOULD I BE
INTERESTED IN OPM3®?
Business Realities
Demands Organizational Agility
> Global competition
> Increased demand for transparency
< Tighter budgets
< Smaller staff
< Less growth
^ Better change management
^ More virtual work
^ Global know-how
^ Innovative thinking
Demands Ever-Increasing
Project Manager Competency
Demands Project Maturity
* Team motivation skills
* Negotiation skills
* Communication skills
* Financial skills
* Risk management skills
+ Better alignment of projects and
business strategy
+ Enterprise-wide standardized PM
+ Support practitioner development
+ Project metrics
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49. WHO SHOULD BE
INTERESTED IN OPM3®?
• Provides the organization a disciplined and systematic means
of delivering its strategy
• Delivers critical data to manage the business
• Provides a design model to build and mature a PMO
• Method to understand your organization's
implementation of organizational project management
• Elevates the value of the PMO
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50. WHO SHOULD BE
INTERESTED IN OPM3®?
• Knowledge that your project is important to the organization
• Knowledge that the organization values your contribution
• Focus on what really matters the most
• Better visibility to achievements
• More focus on getting work done; less focus on documentation
• Creates a mechanism to assess capability of
organizations
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51. HOW DO I GET STARTED?
• Professional Services
• Community of Practice
• Certification Training
• Standards Benchmark
SM
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52. “The future is already here;
it is just unevenly distributed.”
William Gibson

53. OPEN DISCUSSION
Q&A
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54. WHO WE ARE
BOUTIQUE CONSULTANCY
Maturity Assessment Services
tony.appleby@tpscg.com
Project Management Services
www.projectstrategy.com
+1 800 452 7814
PMI and the PMI logo are registered marks of the Project Management Institute, Inc.
 Certified Assessors
 Minimum 20 Years Experience
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55. WHAT WE DO
ASSESSMENT SERVICES
PROJECT MANAGEMENT SERVICES

OPM3®

Success Measurement

Business Processes

Project Remediation / IV&V

Organizational Change

PMO Implementation / Reengineering

Business Development

Benefits Realization

Corporate Governance

Mergers & Acquisitions Assistance

Practitioner Competency

Coaching and Mentoring
 Roadmaps for Improvement
 One of Eight “True” OPM3® RCPs
 Robust Toolkits
 Access to Advanced Research
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56. HOW WE DO IT
DELIVERABLES DRIVEN

Deliverables-based fixed cost pricing structure for assessments

Insourcing: Continuous stakeholder involvement and knowledge transfer

Trusted advisor / trusted partner focus

Industry-recognized and robust practices, models, and research
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57. VALUE TO CLIENTS
DELIVERABLES DRIVEN

Low cost, high impact engagements

Rapid, tangible results

Focus is on adding value and ensuring success

“Added features”

Trusted advisor / trusted partner
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