Portugal

OPM3 Portugal Project

Jose Angelo Pinto, MIS, PMP, OPM3 CCVice-Presidentambithus.com

2012-07-06, Coimbra, Portugal

22

OPM3 Portugal

Partners:

33

Scientific Committee

Alberto PereiraAlexandra TeneraAlvaro C. AscensoAna LimaAnabela Pereira TeresoAntónio Correia AlvesAristides PretoCarlos CerqueiraDiogo Cunha

Filipa Rente RamalhoJose Angelo PintoJosé Diogo ClaroMaria de Fátima MatiasMaria Joaquina BarrulasNuno Manuel FerreiraPaula Filipa GomesRicardo J. Machado

44

OPIAP - OPM3 Portugal International Advisory Panel

Alberto Pereira

Profª Alexandra Tenera

Gerhard Tekes, OPM3 CC

Jose Angelo Pinto, OPM3 CC

Larry Bull (PMI Expert on OPM3)

Profª Maria Joaquina Barrulas

Prof. Nigel Williams

Prof. Ricardo J. Machado

Larry Bull (PMI Expert on OPM3)

55

The organizational competitiveness is a topic that has aroused great interest among researchers of organizations.It is a concept that allows you to compare the ability of an organization and ability to act in a particular market or sector.When applied to a country or a sector of activity, grouping the factors of competitiveness individual obtains a collective.

Competitiveness?

66

PriceProfit MarginsQuality of designQuality of manufacture (specifications)Delivery at the agreed timeTime OrderServices and other aspects not related to the ProductSales / Marketing / Name / ReputationTechnology

Competitiveness Factors?

77

It is the ability to produce more with fewer resources satisfactorily. This results in a lower cost that allows lower prices or broader contexts of intervention.

Productivity

88

Competitiveness…

Competitiveness is a contest between independent entities. Occurs whenever two or more parties strive for a goal that can not be shared.

Most organizations operate in a competitive environment, either because there are several other organizations able to produce and deliver the good or service that is produced or because they compete for the same resources or even for the same money for consumers.

99

Lower prices for consumersHigher profit marginsBetter quality of product / serviceIncreased efficiency and fulfilling the commitmentsBest time to marketBest customer serviceUsing the best technology

How to win the concourse?

1010

The right Projects:– The right projects at the right time (Portfolio Management)– Projects that develop the factors of competitiveness and

leveraging strategy. (Program Management)– Those who deliver the desired results

Better managed projects:– Correctly initiated and evaluated– properly planned– Delivering on time, cost and objectives

Projects delivered better:– Properly closed and completed– With lessons for the future– Properly recorded and organized

How to win the concourse?

1111

CharterAmbito (PBS)

WBS

WBS

Actividades

Seqquencia

ID W B S

1 1

2 1.1

3 1.1.1

4 1.1.2

5 1.2

6 1.2.1

7 1.2.2

8 1.2.2.1

9 1.2.2.1.1

10 1.2.2.1.2

11 1.2.2.1.3

12 1.2.2.2

13 1.2.2.2.1

14 1.2.2.2.2

15 1.2.2.2.3

16 1.2.2.3

17 1.2.2.3.1

18 1.2.2.3.2

19 1.2.2.3.3

20 1.2.2.4

21 1.2.3

22 1.2.3.1

23 1.2.3.2

24 1.2.3.2.1

25 1.2.3.2.2

26 1.2.3.3

27 1.2.3.3.1

28 1.2.3.3.2

29 1.2.3.4

30 1.2.3.4.1

31 1.2.3.4.2

32 1.2.3.5

33 1.2.4

Gestor do P r ojec

Gestor do P r ojec

C hefe do desenvolvim ento;D esenhador 1;D esenhador 2

D esenhador 1

D esenhador 2;D esenhador 3

D esenhador 4

C odificador 1

C odificador 2;C odificador 3

C odificador 4

Testador 1

Testador 2;Testador 3

Testador 4

C hefe do desenvolvim ento;C odificador 1;C odificador 2;C odific

C hefe do desenvolvim ento;C odificador 1;C odificador 2

C hefe do desenvolvim ento;D esenhador 1;D esenhado

D esenhador 3;D esenhador 4

C hefe do desenvolvim ento;C odificador 1;C

C odificador 4;Testador 1

Testador 2;Testador 3

Testador 4

C hefe do desenvolvim ento

C hefe do dese

03-04 24-07 13-11 05-03 25-06 15-10 04-02 27-05 16-09 06-01 28-04 18-08 08-12y S eptember May January S eptember May Janua

Competitiveness…

1212

Managing projects is to define what it takes to set the results to be achieved, it is to define how it will be done, how are you going to do, who will do it, when it will be done and, above all, ensure that what is to be done and that you expect to get is what was expected according to the initial intended use.

Projects

1313

Manage programs is to define what it takes to initiate, plan, implement, monitor, control and complete sets of projects and ongoing effort that will lead to desired results. A program is an organizational structure that is established to coordinate and direct a major initiative consists of multiple related projects. In a program, there are descriptions of objectives.

Programs

1414

Portfolio management is the art and science of applying a set of knowledge, skills, tools and techniques to a set of projects in order to meet or exceed the needs and expectations of organizational strategy. A portfolio is a set of projects or programs and other works that are packaged together for easy management of all projects in order to increase efficiency and to link with the strategic objectives. The portfolio of projects or programs may be interdependent or directly related.

Portfolios

1515

OPM3 (Organizational Project Management Maturity Model) is a standard that organizes the “best practices” for the improvement and organizational development with regard to the management of projects, produced by PMI- Project Management Institute.OPM3 contains hundreds of organizational best practices, assess the current capabilities of the organization and maps out the steps needed to improve organizational performance.

OPM3®

1616

Observes and develops organizational skills in portfolio management, program management and project management.It is a method for organizations to understand their processes and measure capabilities when preparing to improve their internal procedures.Helps organizations develop a vision of the way forward to improve performance, both in project management or portfolio management, or management programs and, therefore, is a set of assessment procedures that brings tremendous value to organizations.The systematic management of projects, programs and portfolios should be aligned with organizational strategy. The OPM3 integrates these three areas, providing a single maturity model with enormous advantages for the ability to assess the strategic impact that each domain implies.

OPM3®

1717

Knowledge: the sharing of hundreds of global best practices and tested;

Assessment: of the organization's current capabilities, identifying areas that need to be improved;

Improvement: by using a map of the steps necessary to achieve the desired performance.

OPM3® Elements

1818

Increase the link between strategic planning and execution.Expansion of project results, making them more predictable, reliable, consistent and increasing the correlation between the development of projects and organizational success.Identification of best practices that can support the organizational strategy for implementing successful projects.Identification of specific capabilities that the organization has and which can be "best practices", thus providing a link between strategic capabilities and deliveries.

OPM3® Benefits

1919

OPM3® Life Cycle

1. “assessment” planning

2. Field Work

3. Evaluation

4. Improvement Plan

5. Implementation

6. Organizational Knowledge improvement!

2020

Comprehensive analysis of the maturity state of Portuguese IndustryThroughout the research, the study will produce impacts on businesses that are the subject of study, they will be built and validated organizational improvement plans that may be adopted by companies.The participation of a range of partners with reputed origin in scientific and technological system and the Portuguese Universities is one of the factors critical to the success of this research.

OPM3 Portugal

2121

Preliminary visit to the Sponsor to set the internal plan of actionMeeting with ManagementMeeting with Strategic Planning (Program Manager)Meeting with Portfolio ManagerMeetings with the Core Functional Managers

Maturity Assesment (1st phase)

2222

Meeting with the PMO Manager or equivalentMeetings with organizational enhancers (experts and key people in the areas of business management, marketing and financial and other)Meetings with project managersMeetings with members of the teams

Maturity Assesment (1st phase)

2323

Validation of the initial findings with the SponsorData analysis and compilation in the OPM3® Product Suite system from PMI®Presentation of the Report

Maturity Assesment (2nd phase)

2424

The maturity level of the management of specific projects, programs and portfolios of the organization will be presented.Analysis and validation of the results will provide the base for the plan to improve.The Project of “plan for improvement” will be presented individually with the assistance of an OPM3 certified consultant.

Maturity Assesment (2nd phase)

2525

OPM3®:States and develops organizational capabilities in portfolio management, program management and project managementProvides a method for organizations to understand their own statusMeasures the organization's capabilitiesPrepares the organization to improve its internal procedures.

Organizational Benefits

2626

OPM3®:Helps organizations to develop a vision of the way to improve performance.States the state of project management, portfolio management and program management.It is a set of assessment procedures that brings tremendous value to organizations.Evaluates if the systematic management of projects, programs and portfolios are aligned with organizational strategy.It is the only maturity model that evaluates the impacts of the strategic areas of project, program and portfolio entails.

Organizational Benefits

2727

O OPM3® Portugal:It was designed by PMI® to provide a wide range of benefits to organizations, to the top senior management and to all those involved in project activities.Increases the connection between strategic planning and execution, extending the results of projects, making them more predictable, reliable, consistent and increasing the correlation between development projects and organizational success.

Organizational Benefits

2828

O OPM3® Portugal:Identifies the best practices of the organization that can support organizational strategy to implement projects successfullyIdentifies the specific capabilities that the organization has and which can be "best practices"Gives a result of high level consulting, which is only available within the rules of the PMI® in about 60 organizations worldwideNo cost to the organization, only time investment of resources

Organizational Benefits

2929

OPM3® Portugal:Access to research results, and thus benchmarking can be done with the overall results.Compare the national and international best practices

Organizational Benefits

3030

OPM3® Portugal:International best practices will be contrasted with national practices, seeking to synthesize and organize the best practices for organizations of Project Management, Program and Portfolio.

Several workshops will be conducted to disseminate interim results - especially sectorial - for companies that want to participate in the study or the overall market may have information on the overall development of the study.

Colective Benefits

3131

Partners

PM4S / Ambithus, Project LiderAssociação CCG/ZGDV - Centro de Computação Gráfica

(Universidade do Minho)Faculdade de Ciências e Tecnologia da Universidade Nova

de Lisboa.INESC INOVAÇÃO - Instituto de Novas TecnologiasINESC PORTO - Instituto de Engenharia de Sistemas e

Computadores do PortoIPN - Instituto Pedro Nunes - Associação para a Inovação e

Desenvolvimento em Ciência e TecnologiaProject Management Institute (PMI)PMI Organizational Project Management Comunity of PracticePMI – Portugal Chapter

3232