How OPM Help Companies Acheive Strategic Objective
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Transcript of How OPM Help Companies Acheive Strategic Objective
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PMI OPM3Standard Update: How
Organizational Project Management(OPM) Helps Companies Achieve
Strategic Objectives
Scott Patton
Patton and McClelland Consulting
September 15, 2009
PMIWDC Chapter
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Outline
Introduction
Overview of organizational projectmanagement
Overview of PMI OPM3
Update on PMI OPM3activities
Discussion and questions
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INTRODUCTION
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Scott Patton - Background
20+ yrs PM Experience 6+ yrs supporting PMI
Project manager - EHSprojects in nuclear weaponscomplex
Consultant - helping clients
build project managementcapabilities andcompetencies
Business owner - OPMbenchmark assessmentsand knowledge sharing
Developed / teach project
management certificateprogram
Assessed OPM3Productsuiteand training
One of first 20 certifiedOPM3consultants
Led initial OPM3ProductsuitePilot
Supported development ofOPM3
assessmentmethodology
Member PMI OPM3AdvisoryGroup
Instructor for PMIs OPM3Fundamentals Course
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Permissions
PMIand OPM3are registered trademarks ofthe Project Management Institute
Permission was provided by PMI for use oftheir material for this presentation
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ORGANIZATIONAL PROJECTMANAGEMENT
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OPM - application of project management
throughout the organization Project management has become a strong discipline for
meeting project objectives (tactical level)
Project management is becoming a whole organizationactivity to meet business goals (strategic level)
Projectized organizations
Much of corporate risk is associated with managing theportfolio of investments
Competitive pressures
Changes in policy and strategy Indications of this change are current research, the
development of new standards, and increasing # ofcertifications available
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Aligning Projects to Strategy
PROJECTS
PROGRAMS
PORTFOLIOS
STRATEGY
OBJECTIVES
STRATEGIC GOALS
OPTIMIZATION
BENEFITS
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From Strategy to Execution
The right combination of theright projects done right.
Project management for superior execution
Program management to integrate projectsthrough executive sponsors: more than thesum of the parts
Portfolio management to choose the projectsand programs that fit a specific organizationsculture, strategy, and change goals
Dinsmore, P. C. & Cooke-Davies, T. J., The Right Projects Done Right!, 2006, p. 1
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Focus on the Three RightsRight Responsible
PartiesCriteria for Success Critical Success Factors
The rightcombination
of
Seniormanagement
Strategy implemented Productivity improved
Right projects done Projects done right
Portfolio management Continual improvement
Comprehensive andreliable metrics
the rightprojects
Projectgovernance,executive
sponsor,client, owner
All benefits realized Stakeholders satisfied
Clear and attainable goals Stakeholder commitment Benefits processes
Project strategy
done right. Projectmanager,
project team
Time, cost, quality,scope, technical
performance, safety
Clear and attainableobjectives
Capable and effective team Adequate resources Clear technical reqs Effective planning and
control
Realistic risk mgt.Dinsmore, P. C. & Cooke-Davies, T. J., The Right Projects Done Right!, 2006, p. 4
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PMIS OPM3STANDARD
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What is PMIs OPM3?
The Organizational Project
Management Maturity Model
(OPM3) is a framework that
provides an organization-wide
view of portfolio management,program management, and
project management to
support achieving Best
Practices within each of these
domains.
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OPM3is the bridge to success by linking projects withorganizational strategy
OPM3Framework
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OPM3 The Standard
A model for self-assessment of OPM maturity
A global best practice Standard for OPM maturity
Developed by Project Management Institute(PMI) 1998 to 2004
Developed in accordance with the AmericanNational Standards Institute (ANSI) and the
International Organization for Standards(ISO)
Second edition released December 2008
Developed by volunteers worldwide Can be used for any size and type of
organization
Can be used throughout the world
Can be used in almost any industry
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Elements of OPM3
The KNOWLEDGE element
Explains organizational project management, OPMmaturity, and explains why it is important
Uncovers Best Practices in the following domains:
Project Management
Program Management
Portfolio Management
Organization enablers
The ASSESSMENT element
Lets organizations evaluate their currentmanagement processes, assess their projectmanagement maturity, and identify areas that are in
need of improvement
The IMPROVEMENT element
Helps organizations prioritize improvement areasand map out the steps needed to move from
current maturity to increased maturity (developCapabilities that add up to Best Practices)
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Best Practices, Capabilities,
Outcomes, and KPIs
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OPM3Best Practices
OPM3Best Practices
SMCI BestPractices
OrganizationalEnablers
SMCI Best Practices
Standardize
Measure Control
Improve
Organizational Enablers
Facilitate the implementationof Best Practices
Help make organizationalimprovements sustainable
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Relationships Between PMI Standards OPM3is aligned with all other PMI global standards
AlignmentAlignment
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Process: Develop Project Management Plan
Standardize: Develop Project Management Plan Process
Active process governing body,
Documented,
Communicated, and
Standardized (consistently implemented and repeatable).
Measure: Develop Project Management Plan Process
Customer requirements incorporated in measurements,
Identified critical characteristics,
Measured critical characteristics, Inputs related to results, and
Measured critical inputs.
Control: Develop Project Management Plan Process
Control plan developed,
Control plan implemented, and Stability achieved.
Improve: Develop Project Management Plan Process
Problems identified,
Improvements implemented (indicated by widespread participation),
and
Sustainable improvements.
SMCI Best Practices (1 of 2)Best
P rac t i ce
1020
Best
P rac t i ce
1710
Best
P rac t i ce
2250
Best
P rac t i ce
2640
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SMCI Best Practices (2 of 2)
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Organizational Enablers (1 of 3)
OrganizationalEnablers
Portfolio
Projects
Programs
OE Bes t
Pract i ce
OE Bes t
Pract i ce
OE Bes t
Pract i ce
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Organizational Enablers (2 of 3) An example of an Organizational Enabler Best Practice is:
Its Capabilities are:
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Organizational Enablers (3 of 3)
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OPM3 Improvement Cycle
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Organizational Maturity
An OPM3assessmentevaluates the degree of anorganization's ability to
meet their strategicobjectives by usingrecognized Best Practicesto manage portfolios ofprograms and projects.
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OPM3Products
OPM3Standard
Best Practices
Self assessment OPM3Online Self-Assessment Tool
Contains capability directory for comprehensive-levelassessment
Reporting capabilities
OPM3 ProductSuite
Requires use of an OPM3 Certified Consultant and proprietary
assessment application Greater definition of capabilities (outcomes / KPIs)
Partial credit for some capabilities
Detailed findings Expanded reporting capabilities
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OPM3 Online Assessment
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OPM3Online Assessment -
Continuum Report
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OPM3 Online Assessment PPP/SMCI
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OPM3Online Assessment - PPP/SMCI
Report
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OPM3 Online Assessment SMCI/PPP
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OPM3Online Assessment - SMCI/PPP
Report
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OPM3 Online Assessment Maturity
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OPM3Online Assessment - Maturity
Report
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OPM3 ProductSuite Assessment Tool
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OPM3ProductSuite Assessment ToolProtocol SampleProtocol Sample
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OPM3 ProductSuite Assessment Tool
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OPM3ProductSuite Assessment ToolAnalysisAnalysis
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OPM3 ProductSuite Assessment Tool
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OPM3ProductSuite Assessment ToolReportingReporting
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OPM3 Benefits
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OPM3Benefits OPM3 is unique in bridging the gap between assessment and improvement to help
organizations move forward in achieving their strategic goals.
Organizations that embrace project management as a core business process willrecognize the value of OPM3aligned approach, implementing research-basedproject management Best Practices across the entire organization.
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OPM3Update
Update of OPM3Standard (including OPM3Online Assessment and OPM3ProductSuite)
New OPM3classes at SeminarsWorld(Fundamentals and Certification)
In-house management of OPM3 ProductSuite Revised PMI marketing plan
Established OPM3Advisory Group
Increase OPM3visibility
Strengthen links with CMMI
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For more information:
Scott Patton
703.430.2117
PMI: www.pmi.org/business solutions/opm3
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A word from our Sponsor.
Patton & McClelland Consulting
We provide project management and leadership
training to our clients in support of the developmentand improvement of management capabilities
Strategic Partnerships
1. Georgetown University Project Management CertificateProgram (scs.georgetown.edu/center-for-continuing-and-professional-education)
2. Human Systems International Limited: project management
benchmark assessments and knowledge sharing(www.humansystems.net)
3. 3PM Systems: develops, implements, and strengthens projectportfolio management (PPM) systems
(www.ThreePMsystems.com)
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P i Cl
http://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.threepmsystems.com/http://www.threepmsystems.com/http://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-educationhttp://www.scs.georgetown.edu/center-for-continuing-and-professional-education -
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Presentation Close
Discussion and Questions
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