basic concepts of opm and opm3_rev_opm-cop

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Organizational Project Management Community of Practice (OPM CoP)

Welcome to our Webinar

Basic Concepts of OPM and OPM3

Presenter: Gerhard TekesPMI Certified OPM3 Professional

Hosts: Rosemary Hossenlopp

Gee Lee (Alice)

We will start the webinar atUTC (GMT): 18:00EST: 01:00pm

Technical Support - [email protected] OPMCoP: [email protected]

The webinar will start in 15 minutes








Gee Lee (Alice)











Gee Lee (Alice)




Starting to Record the Webinar





Next Webinar13th/March/2012

Organizational Change Managment

with Hessam Sadatsafavi and Dr. John Walewski

Study of Organizational Change Management in Project-DrivenOrganizations Using Maturity Models’ Concepts

This is an Advanced Track Webinar from the OPM Track at the

NA Global Congress 2011





Next Webinar27th/Mar (E) and 28th/Mar (ptBR)

Value of Organizational Project Management (OPM) with Ricardo Viana Vargas

Ricardo Vargas, from Belo Horizonte, Brazil, has been a member of PMI since 1997. He

was the first Brazilian member to serve on the PMI Board of Directors from 2007-2009

and the first Latin America member to be Chairman of the board in 2009. Mr. Vargas

received the PMI Distinguished Contribution Award and the PMI Product of the Year

Award in 2005. He has served as president of the PMI Minas Gerais Chapter and as

community mentor for PMI in Latin America from 2003 through 2006. He is also a

sponsor for the PMI Educational Foundation in Brazil.




Calling forVolunteers and/or Presenter


If you have Knowledge to share,White Papers or Presentations, if you are interested inchallenging volunteer opportunities in the OPM COP

or in Mentoring and doing Presentations in Chapters,Congresses and other VCs, please contact us at:

[email protected]



Basic Concepts ofOrganizational Project Management & OPM3 ®

Gerhard Tekes, PMP, PMI-RMP, OPM3P



9

74%Projects meet

its targets

Source: PMI 2010 Pulse of the

Profession Survey

© 2012 Project Management Institute, Inc.

51%Projects finish on

time & budget



10

50% Projects SufferScope Creep

Scope ChangesScope Changes

More Scope ChangesMore Scope Changes



The longer it takes, the more it CO$T$!The longer it takes, the more it CO$T$!

Source: PMI 2010 Pulse of the Profession Survey




11

• What is OPM (Organizational ProjectManagement)?

• The Value Proposition that OPM Provides

• How does OPM Work?

• What is OPM3 ® ?

• Who should be interested?

• How to Get Started

Agenda




12

What is

OPM?




13What’s your strategy?

While someorganizations are

aggressive inpursuing their

targets, others seemto be more reserved.The way (approach or

mechanism) they use

is what we call astrategy.




14

Manage

Business

as Usual

StreamlineOperations




15

Project Managershave way too

many things to

care about andensure fulfillment.

The more complex

the project, the moreballs of various

shapes & sizes they

have to juggle.




16

No organization has only one project at a time




17

Projects have

sharedresources




18

OPM gives theproject that is

more important

to strategicfulfillment

priority &

access toneeded and/ important

resources.




19

Integrating your…

…across the domains of portfolio, program andproject management

People Processes Knowledge




20

Based on your valuestrategy for your targetmarket as the means to

achieve better performance, better

results and asustainable

competitive

advantage for your

company.

That’s how OPM delivers value!




21

The

Value

Proposition that OPMProvides




22

0%

10%

20%

30%

40%

50%

60%

P e r c e n t a

g e

On Time & On Budget

Used

Throughout

Used Mostly

Used Some

Not At All

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

P e r c e n t a

g e

Met Goals & Intent

Used

Throughout

Used Mostly

Used Some

Not At All

What Value Does OPM Provide?

Standardized PM Practices = Better Project Performance




23

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

P e r c e n t a g e

Increase in Projects that

Meet Goals

Used

Throughout

Used Mostly

Used Some

Not At All

0%

10%

20%

30%

40%

50%

60%

P e r c e n t a

g e

Scope Creep

Used

Throughout

Used Mostly

Used Some

Not At All

Standardized PM Practices = Better Project Performance

What Value Does OPM Provide?




24

How does

OPMwo

rk?




25

…into action that

makes a difference?

What turns a strategy

Strategy to Execution



26 26

• Identify their market

focus and clarify their

unique position

From Going the Distance: How the World's Best Companies Achieve High Performance

High-performance organizations Execute

• Develop and market

distinctive capabilities

• Assess and evaluate

performance regularly

• ExecuteShanghai International Circuit



27

BusinessResults

Tools & Techniques

Inputs:

Vision

Mission

Strategy

Market

Outputs




28

• Expression of mission and vision

• Orientation to market and competition

• Direction (change) for development and growth

• Definition of performance and measures of success

Strategy

Value Chain of Strategy




29

Value Chain of Strategy – Develop Strategy




30





31





32





33

Value Chain of Strategy – Continues Improvement




34

The Value Chain of Strategy

34

Portfolio Review and Adjustment

Business Impact Analysis

Operations:Business

ValueFulfillment

Programs &Projects:Business

ValueDelivery

Portfolio:Business

ValueDecisions

Strategy

The RightProjects

DoneRight!



35

What is

OPM3 ® ?




36

What is a Maturity Model?

Maturity implies a state of being fully developed

A Model is a framework organizations may use to identify,

establish, and maintain required Capabilities

A maturity model may include:methods to facilitate assessmentmethods to identify deficienciesrepresentations of improvement paths



37

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.

OPM3 Framework

Project Management Institute, OPM3® – Second Edition, 2008, p. 2

®



38

What is OPM3 ® ?

Organizational Project Management Maturity Model – OPM3

• Provides a way for organizations to measure themselvesagainst best in class practices of managing Projects,Programs & Portfolios.

• Shows the maturity of organizations in implementing OPMto achieve their organizational objectives.

• Highlights needed areas of improvement for organizationsto help them achieve better business results.


Projects: What is Success?



39

Although traditionally judged in terms of schedule and cost compliance,projects are only successful when they deliver value to the organization.

Project Failure? Project Success?

Ford Taurus

Challenge to redesign the design ofthe modern car

Innovative team and approach

First year sold 200k cars and first

generation sold 2M cars, providing afinancial rescue to the company.

Won every major automotive award forthe model year.

Saved Ford from financial ruin.

BUT Project ran 3 months late and PM was

demoted for poor performance.

Iridium Satellite Phone

Project to launch multiple low earthsatellites to create a global phone service

Revolutionary for the space industry

Well planned and managed.

BUT Produced a product that was too large to

use and could often not even be usedindoors.

During the project, lower cost cellular

phone networks proliferated. Ultimately, the product failed in the

market and caused the largestbankruptcy in US history (at the time).


P j Wh i S ?



40



P j t Wh t i S ?



41



P j t Wh t i S ?



42





43

Best Practices, Capabilities, Outcomes, and KPI’s




44

SMCI Best PracticesStandardizeMeasureControlImprove

Organizational Enablers

Facilitate the implementation of BestPracticesHelp make organizationalimprovements sustainable

OPM3 Best Practices

OPM3 Best Practices

SMCI Best

Practices

Organizational

Enablers


SMCI Best Practices



45

SMCI Best Practices

Best

Practice

1020

BestPractice

1710

Best

Practice

2250

BestPractice

2640

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.



46

There are four stages of Process Improvement

Standardize

Measure

Control

Continuously Improve

The Stages of Process Improvement

Applying Process Improvement to OPM 46

Standardize – Everyone Does It the Same Way



47

Standardize – Everyone Does It the Same Way

Process Governing Body

Process is Developed

Process is Available

Process is applied consistently

across the organization


Measure – Process Effectiveness is Measured



48

Measure Process Effectiveness is Measured

Identify Critical Process Customer-Focused Measures

Identify Critical Process Characteristics

Measure Critical Project Initiation Process Characteristics

Identify Upstream Measures

Measure Critical Inputs


C l P d l



49

Control – Processes are under control

Create Process Control Plan

Implement Process Control Plan

Stable Process Operations


C ti l I F I i St bl P



50

Continuously Improve – Focus on Improving Stable Process

Identify Process Root Problems

Focus Efforts on Process Improvement

Process Improvement Integration





51


Capability Number Capability Name

5240.010 Facilitate Project Management Activities

5240.020 Develop Awareness of Project Management Activities

5240.030 Sponsor Project Management Activities

Best Practice ID Best Practice

5240 Establish Internal Project Management Communities

An example of an Organizational Enabler Best Practice is:

Its Capabilities are:

Self Assessment vs ProductSuite



52

Self Assessment vs. ProductSuite

Standardize Measure Control Improvement

412 Best Practices

120 Questions

Self Assessment

Project

(42 Processes

Program

( 47 Processes)

Portfolio

(14 Processes)

Standardize Measure Control Improvement

488 Best Practices

ProductSuite Assessment

Project

(42 Processes)

Program

( 47 Processes)

Portfolio

(14 Processes)

3 a 5

CapabilitiesOutcomes

+ - 2000 Capabilities

1634 Questions

Evidence Check

What is OPM3®?



53

What is OPM3 ® ?




54

Who

Should beInterested?


Who should be interested?



55

• 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 OPM

• Elevates the value of the PMO


• Knowledge that your project is important to the



56

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




57

How

Do I get started?


How do I get started?



58

How do I get started?

• OPM3 Webtool

• Professional Services• Community of Practice

• Certification Training


• Standards Benchmark

Contact Information



59

Contact Information

Gerhard Tekes3PTA Project Management

Office (+55-71) 9996-1047

[email protected]

http://opm3directory.pmi.org/listing/gerhard-tekes-opm3-pmp-pmi-rmp.html

http://rcpdirectory.pmi.org/listing/3pta-project-management.html




Thank you very much

for joining the Webinar!

The OPM CoP welcomes your feedback.

Click on the URL link below to take a survey

https://www.surveymonkey.com/s/2T6GQRHPDU Info can be found at the end of the webinar Survey






Next Webinar13th/March/2012

Organizational Change Managment with Hessam Sadatsafavi and Dr. John Walewski

Study of Organizational Change Management in Project-Driven

Organizations Using Maturity Models’ Concepts

This is an Advanced Track Webinar from the OPM Track at the

NA Global Congress 2011





Next Webinar27th/Mar (E) and 28th/Mar (ptBR)

Value of Organizational Project Management (OPM)

with Ricardo Viana Vargas

Ricardo Vargas, from Belo Horizonte, Brazil, has been a member of PMI since 1997. He

was the first Brazilian member to serve on the PMI Board of Directors from 2007-2009

and the first Latin America member to be Chairman of the board in 2009. Mr. Vargas

received the PMI Distinguished Contribution Award and the PMI Product of the Year

Award in 2005. He has served as president of the PMI Minas Gerais Chapter and as

community mentor for PMI in Latin America from 2003 through 2006. He is also a

sponsor for the PMI Educational Foundation in Brazil.




Calling forVolunteers and/or Presenter


If you have Knowledge to share,white papers or presentations, if you are interrested inchallenging volunteer oportunities in the OPM COP or in

Mentoring and doing Presentations in Chapters,

Congresses and other VCs, please contact us at:[email protected]




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Thank you very much for joining the Webinar!

The OPM CoP welcomes your feedback.Click on the URL link below to take a survey

https://www.surveymonkey.com/s/2T6GQRH

PDU Info can be found at the end of the webinar Survey

Recording stopped


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