Post on 19-Jun-2018
OPM3®
:: Werner Meyer, PhD:: 8 April 2016
Mature by Design
e-mail: werner@projectlink.co.zamobile: 082 853 7482
https://za.linkedin.com/in/werner-meyer-phd-54658b1
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
What is Maturity?A
ge
nda
OPM3®
The Design Process
Case Study
1.
2.
3.
4.
Summary5.
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
Wha
t is Ma
turity?5 Illusions of Maturity
1. The Software illusion
2. The Methodology illusion
3. The One-size-fits-all illusion
4. The Super-hero illusion
5. The Policies & Procedures
illusion
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In mature organisations
we see:
Measureable Benefits
Predictable Results
Repeatable Processes
Consistent Methods
Wha
t is Ma
turity?
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
Strategic
Business
Project & Program
Individual
Strategy Portfolio Management
Profitability Measurement
Delivery Methodologies
KnowledgeSkills
Experience
Competency AssessmentCareer Path Development
Training
Busin
ess D
omai
nsBusiness Need Solution
Wha
t is Ma
turity?
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
OPM
3®
What is OPM3®?
• Organizational Project Management Maturity Model (3rd Edition)
• Developed by the Project Management Institute (PMI®)
• Based on PMBOK® Guide, Programme, and Portfolio management standards
• Bridges the gap between strategy and implementation
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OPM3® Cycle
1. Scope the Assessment
2. Interviews with organizational
stakeholders
3. Capture and Process Data
4. Assessment and Improvement
Reports
5. Improvement roadmap
OPM
3®
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
Maturity Growth Path
Standardise Control Measure Improve
Portf
olio
Prog
ram
Proj
ect
Ad-Hoc
Individual Team
Multiple Teams
Organisation
Individual
Individual
The Hero Individuals/ task teams Governance Collaboration
Organizational Enablers
OPM
3®
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• Best Practice :: generally accepted standard• Capability :: we have the competency to do this• Outcome :: tangible result• KPI :: how we know it exists
Best PracticesO
PM3
®
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ScoringO
PM3
®
Each capability is scored on a 0-3 scale, based on the level of implementation.
0 - Not Implemented1 - Started/some implementation2 - Considerable / some lapses3 - Fully Implementedor0 – Not Implemented3 – Implemented
A Best Practice is achieved if all the capabilities are achieved.A Capability is achieved if it is fully implemented, however, points are earned for partial implementation.
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The OPM3 assessment compares an organization to 501 best practices in project, program, portfolio management, and organizational enablers:
– Project Management: 47 processes, 188 BPs– Program Management: 36 processes, 144 BPs– Portfolio Management: 16 processes, 64 BPs– Organizational Enablers: 18 processes, 105 BPs
Best PracticesO
PM3
®
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Best Practice: Standardize Develop Project Charter ProcessCapabilities:
– Develop Project Charter Process– Communicate Develop Project Charter Process– Adopt the Develop Project Charter Process– Establish Process Management Governing Body
Outcomes:– Documented Develop Project Charter Process– Communicated Develop Project Charter Process– Consistently implemented Develop Project Charter
Process– Active Process Governing Body
ExampleO
PM3
®
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
Organizational EnablersO
PM3
®OE.1 Organizational Project Management Policy & VisionOE.2 Strategic AlignmentOE.3 Resource AllocationOE.4 Management SystemsOE.5 SponsorshipOE.6 Organizational StructuresOE.7 Competency ManagementOE.8 Individual Performance AppraisalsOE.9 Project Management TrainingOE.10 Organizational Project Management CommunitiesOE.11 Organizational Project Management PracticesOE.12 Organizational Project Management MethodologyOE.13 Organizational Project Management TechniquesOE.14 Project Management MetricsOE.15 Project Success CriteriaOE.16 BenchmarkingOE.17 Knowledge Management and PMISOE.18 Governance
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
OPM Design Model
Implementing Organizational Project Management – A Practice Guide(Project Management Institute)
Design Process
Project Management Maturity
Program Management Maturity
Portfolio Management Maturity
Organizational Enablers
Organizational PM Methodology
Organizational Strategic Alignment
Competency Management
Governance
OPM Domains OPM Core Enabling Processes
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
Ca
se Study
• Responsible for the transport of all school children in Saudi Arabia.
• Company formed in 2012.
• At the time: 36 projects, 31 operational activities, monitored by the PMO.
• PMO has 6 full-time employees.
• Project managers report to functional areas.
• Projects must fit into one financial year.
• Two previous attempts at establishing a PMO.
• New PMO manager appointed in May 2014.
• Request for a maturity assessment in September 2015.
The Company
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se Study
• 2 weeks of interviews.
• 2 weeks results processing.
• 22 interviews.
• 54 documents inspected.
The Process
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The Results in Reverse
1. Roadmap
4. OPM3 Assessment
Report
3. Process Assessment
2. Improvement Report
5. OPM3 Assessment
Results
6. OPM3 Maturity Scoring
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se Study
Roadmap
PM02: Policies and Procedures
GOVE
RNAN
CECO
MPE
TEN
CY
MAN
AGEM
ENT
PM M
ETHO
DOLO
GYST
RATE
GIC
ALIG
NMEN
T
PHASE 1: POSITIONING (January – December 2016) PHASE 2: ENABLING (January – December 2017) PHASE 3: ENHANCING (January 2017 ongoing)
PM01: PPP Methodology
PM04: Process Measurement
PM05: Process Control
PM06: Process Continuous
Improvement
CM05: CompetencyDevelopment
ProgramsCM09: Coaching
CM02: Competency Assessments
CM01: Roles and Responsibil ities
GV01: Individual Performance
Criteria
CM04: Training
SA03: Change Management
PM03: PM Working Group
CM03: Personal Development
Plans
SA01: OPM Vision and Policy
17% N/A 9%
PJ PR PF
20%
OE 16%
24% 19% 20%
PJ PR PF
53%
OE 29%
72% 56% 60%
PJ PR PF
71%
OE 65%
90% 70% 75%
PJ PR PF
85%
OE 80%
GV02: Project Performance
Criteria
GV04: EPM Tool Customization
GV07: Methodology
Workflow
SA02: Establish Sponsorship
Model
CM06: Stakeholder Awareness Training
GV03: Project Audits
GV06: Industry Benchmarking
SA04: Balance Scorecard
Measurement
SA05: Quantitative Portfolio
Measurement
CM07: Employee Induction Program
CM08: Vendor Induction Program
GV05: Individual Performance Management
CM10: Communities of
Practice
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Improvement Report - Scope
Deliverable: Personal Development Plans (PDP)
Reference: CM03
Description: The Personal Development Plan utilises thecompetency gaps identified from the competencyassessment to provide an individualised developmentroadmap to rectify the deficiencies. The PDP willrecommend specific interventions such as projectmanagement training, assignments, coaching sessionsand or mentoring. The feedback and agreement oneach plan will be done by the assessed individual’ssupervisor.
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Improvement Report - Prioritisation
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Improvement Report – Responsibilities
What contributes to Individual development plans?
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Process Assessment – Org. EnablersReference: OE07Name Competency ManagementCurrent State No evidence was found of a project management competency management
program.Best Practice The organization manages the competencies of its resources to ensure that
adequate skills are available to service projects.
Reference: OE08Name Individual Performance AppraisalsCurrent State Individual performance appraisals are done as part of the TTC performance
management processes. Individuals are appraised on an annual basis, and it isreported that factors such as absenteeism are major parameters in theassessment.No specific evidence was found of assessments based on the performance of theprojects in which the individual was involved. Project managers are, however,appraised by their line managers who are also the sponsor for their projects. Teammembers also report to project managers in the line function and are appraisedby the project manager.
Best Practice Each individual’s performance is appraised at predefined intervals.
Reference: OE09Name Project Management TrainingCurrent State No formal or documented training plan for project management was presented.
Best Practice Specific project management training is incorporated in the development plansfor individuals.
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Assessment Report
Standardize Measure Control Improve Standardize Measure Control Improve Standardize Measure Control ImproveProject Management Program Management Portfolio Management OE
Possible Score 564 705 423 423 432 540 324 324 192 240 144 144 1047Available Score 552 690 414 414 0 0 0 0 192 240 144 144 957Awarded Score 197 42 5 107 0 0 0 0 54 3 0 8 186
0
200
400
600
800
1000
1200
OPM Score by Domain and Stage
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0
20
40
60
80
100
120
140
160
Organizational Enablers
Possible Score Available Score Awarded Score
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Assessment Report
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Assessment Report – Possible Score
Competency Management
Individual Performance Appraisals
Project Management Training
17 47
1 4
5 18
Best Practices CapabilitiesOrg. Enabler
23 69
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Assessment Report – Achieved Score
Competency Management
Individual Performance Appraisals
Project Management Training
0 0
0 0
0 2
Best Practices CapabilitiesOrg. Enabler
0 2
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Assessment Report – Target Phase 1
Competency Management
Individual Performance Appraisals
Project Management Training
14 32
1 4
4 14
Best Practices CapabilitiesOrg. Enabler
19 50
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Assessment Report – Capabilities
Define Organizational Project Management Competency Requirements (1400.010)
The organization provides organizational project management with an adequate workforce with the right level of competence for each project-related role.
Plan Project Competency Requirements (1400.020)
Create Staffing Plan (1400.030)
Staff Organizational Project Management With Competent Resources
The projects of the organization define their project competency staffing requirements.
The organization staffs its projects using the staffing process.
The organization verifies and improves the competency staffing process.
Organizational Project Management Competency Requirements
Competency Achievement Plan
Staffing Plan
DescriptionBest Practice (1400)
Capability Description Outcome
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
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se Study
Roadmap
PM02: Policies and Procedures
GOVE
RNAN
CECO
MPE
TEN
CY
MAN
AGEM
ENT
PM M
ETHO
DOLO
GYST
RATE
GIC
ALIG
NMEN
T
PHASE 1: POSITIONING (January – December 2016) PHASE 2: ENABLING (January – December 2017) PHASE 3: ENHANCING (January 2017 ongoing)
PM01: PPP Methodology
PM04: Process Measurement
PM05: Process Control
PM06: Process Continuous
Improvement
CM05: CompetencyDevelopment
ProgramsCM09: Coaching
CM02: Competency Assessments
CM01: Roles and Responsibil ities
GV01: Individual Performance
Criteria
CM04: Training
SA03: Change Management
PM03: PM Working Group
CM03: Personal Development
Plans
SA01: OPM Vision and Policy
17% N/A 9%
PJ PR PF
20%
OE 16%
24% 19% 20%
PJ PR PF
53%
OE 29%
72% 56% 60%
PJ PR PF
71%
OE 65%
90% 70% 75%
PJ PR PF
85%
OE 80%
GV02: Project Performance
Criteria
GV04: EPM Tool Customization
GV07: Methodology
Workflow
SA02: Establish Sponsorship
Model
CM06: Stakeholder Awareness Training
GV03: Project Audits
GV06: Industry Benchmarking
SA04: Balance Scorecard
Measurement
SA05: Quantitative Portfolio
Measurement
CM07: Employee Induction Program
CM08: Vendor Induction Program
GV05: Individual Performance Management
CM10: Communities of
Practice
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
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se Study
The Results in ReverseDeliverable: Personal Development Plans
Based on 3 Organizational Enablers
Competency Management
Possible BPs: 17Possible Cap: 47Achieved BPs: 0Achieved Cap: 0Target BP: 14Target Cap: 32
Individual Performance
Appraisals
Possible BPs: 1Possible Cap: 4Achieved BPs: 0Achieved Cap: 0Target BP: 1Target Cap: 4
Project Management
Training
Possible BPs: 5Possible Cap: 18Achieved BPs: 0Achieved Cap: 2Target BP: 4Target Cap: 14
Specific tasks
Specific deliverables
Specific tasks
Specific deliverables
Specific tasks
Specific deliverables
© P r o j e c t L i n k H o l d i n g s ( P t y ) L t d
Differentia
tors
Summary:
:: OPM3 allows for a PMO design based on researched capabilities.
:: Capabilities can be included and excluded at the organization’s discretion.
:: The PMO can be designed to achieve a specific level of maturity.
:: A maturity roadmap can be designed in a phasedmanner.
:: Performance can be predicted and measured.
:: With OPM3, maturity growth is not an accident.