organizational project management maturity model...
TRANSCRIPT
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Organizational Project Management Maturity Model 3
(OPM3)
An Overview of PMI’s 2nd
Edition Standard
Joanne Greene-Blose, PMP
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Questions to Answer Today
� What is OPM3?
� What are the Benefits?
� What are its Components?
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� What are its Components?
� What is an Assessment Like?
� What do Assessment Results Look Like?
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OPM3: What is it?“The right project, done correctly, each time.”
� Organizational Project Management Maturity Model� Chartered in 1998 to create a global standard for organizational
project management, released in 2003� 27 other MMs looked at and none found that would describe a
model the way the team would like; that is tied to the PMBOK,
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model the way the team would like; that is tied to the PMBOK, covers all relevant Best Practices, includes a self-assessment in addition to a 3rd party assessment.
� A basis for self-examination, not prescriptive� Identifies Best Practices of hundreds of public and private
organizations� Based on 4th edition of PMBOK, 2nd edition of Program
Management Standard, and 2nd edition of Portfolio Management Standard
� Currently 1500 companies world wide have had online assessments
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OPM3: What is it?
� A framework made up of:
� Best Practices – requires Capability (competency)
to execute and derive strategic results
� Capabilities – the degree of the competency
� Outcomes – the result of the execution of the Best Practice after
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� Outcomes – the result of the execution of the Best Practice after applying Capability. Outcomes are measured by KPIs, Key Performance Indicators
� Comprised of three basic steps:1. Knowledge – the contents of the standard2. Assessment – comparison to the standard3. Improvement – towards organizational change
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Value of Project Management Maturity
* Organizations with more developed organizational project management, experience better project performance (benefits) in areas of:
� Cost predictability (first time estimating 20% improvement)
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� Cost predictability (first time estimating 20% improvement)� Project predictability (duration reduced by 50%)� Resource allocation (effort reduced by 25%)� Improved quality (Cost-Of-Quality improvement of 10%)� Identification and selection of projects that align with the
strategy
*from pmi.org
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OPM3: What are the Benefits?
� Provides organizations a means to assess and improve its ability to execute and achieve its organizational strategies� Goal is not better process!
Aid portfolio management through better
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� Aid portfolio management through better identification and selection of projects to pursue� How possible?
� Assure alignment between portfolio and organization’s goal and strategies
� Minimize project risk
� Drive sustainable, repeatable, predictable results
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Multi-Dimensional Maturity View
Multi-dimensional Maturity Path
Rather than attaining maturity in a step by step linear fashion, OPM3 allows you to pursue maturity on several planes
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maturity on several planes of maturity. Flexible, holistic, robust. Continuums exist for:
• PPP Domain approach (Project, Program, Portfolio)
• Process Improvement approach (SMCI)
• PMBOK Process Group approach
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OPM3: What are its Components?
� Best Practices� SCMI – Standardize, Measure, Control, and
Improve; stages of process improvement
OE – Organizational Enablers (new in the 2nd
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� OE – Organizational Enablers (new in the 2nd
Edition)
� Structural, Cultural, Technological, Resource
� Are met through satisfaction of two or more associated Capabilities.
� ~600 BPs exist
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Sample SCMI BPs
� “Project Distribute Information Process standards
are established.”� What type is this?
� “Project Plan Risk Responses Process measures
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� “Project Plan Risk Responses Process measures are established, analyzed, and assembled.”
� “Manage Program Issues Process problem areas are assessed, root causes are identified, process improvement recommendations are collected, and process improvements are implemented.”
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Organizational Enabler Categories
OE’s promote smooth transitions within the domain, stages, and process groups
�Benchmarking� Competency Management
� Organizational Project Management Methodology
� Organizational Project Management Policy and Vision
� Organizational Project Management Practices
� Organizational Project
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� Competency Management� Management Systems� Organizational Structures� Resource Allocation� Strategic Alignment� Sponsorship� Project Management Metrics� Project Management
Training� Project Success Criteria
� Organizational Project Management Techniques
� Knowledge Management and PMIS
� Individual Performance Appraisals
� Organizational Project Management Communities
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Sample Org Enabler BPs
� “The organization has a formal process for assigning resources to projects and recording assignments.”
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� “Sponsors actively participate in supporting the project.”
� “The organization establishes and uses mathematical models for planning and replanning.”
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Categories of Best Practices
Categories aid org in areas to focus
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� Domain� SMCI stage� Organizational Enablers *� Process Groups� Knowledge Area (9 in the
PMBOK) *� Business Results *
� Project Predictability� Resource Allocation - ability to id,
deploy, and release
� Balanced Scorecard - uniform reports measured consistently *� Business Outcome� Outcome / Activity� Business Requirement
Category
* New in version 2
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Relationship of OPM3 Components
� Best Practices are comprised of >= 2 Capabilities, which are evidenced by Outcomes, which are measured by KPIs.
� An org must demonstrate
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� An org must demonstrate ALL Capabilities associated with a BP in order to fulfill that BP.
� Outcomes are tangible or intangible result of applying a Capability
� KPIs can be binary, quantitative, qualitative, or monetary
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Dependencies Among Capabilities
� May be serial within the same BP (Capability 1 must be in place before Capability 2 can be achieved)
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achieved)� May be dependent
on one or more Capabilities from another BP� Should work on
these BPs simultaneously in this instance
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An Example
Sample Best Practice: #1020
BP Name: “Standardize Develop the Project Management Plan Process”
BP Description: “Develop Project Management Plan Process
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BP Description: “Develop Project Management Plan Process standards are established.”
Capabilities: 4, one of which is:“Process-oriented governing bodies have been established, and the
appropriate people have been assigned to them. They meet on a regular schedule to discuss process management issues and suggestions for improvements.”
Outcome: “Active process governing body”
KPI: Exists
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The Three-Step OPM3 Cycle
1. Knowledge- why?Step One: Prepare for Assessment• Knowledge Foundation• Self-Assessment Method (SAM); online
tool2. Assessment
Step Two: • Perform High-Level Assessment;
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determine which BPs are currently demonstrated
• Perform Comprehensive Assessment; which Capabilities within each BP
3. ImprovementStep Three: Plan Improvements
Rank Capabilities and Outcomes needed for improvement; Review dependency map so that prerequisites are included
Step Four: Implement Improvements~90% of time spent here
4. Iterate to AssessmentStep Five: Repeat the process
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OPM3: What is an Assessment Like?
� OPM3 Maturity Assessment� Indicates at a given point in time the degree that an
organization can meet its objectives (not extent to which it follows a process!)
� Maturity can be assessed at multi-dimensions. Domain:
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� Maturity can be assessed at multi-dimensions. Domain: project level, program level, and/or portfolio-level.
� Can be:� Self-administered (OPM3 Online tool)
� 120 online questions
� $600 for a single user license ($700 if not a member)
� Certified Assessors (OPM3 Product Suite)� 91 Certified Assessors (51 in the US, 1 in Rochester [Harris])
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Sample Assessment Result
� Dark areas show degree of Best Practices implemented, white show areas of improvement
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� Organization determines priority for where/how to improve; can be horizontally or vertically
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Online Assessment Questions
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What do Assessment Results look like?
PPP Progress
Report
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PPP/SMCI Report
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SMCI/PPP Report
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Best Practices Report
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Summary
� OPM3 is a scalable, multi-dimensional organizational maturity model
� Aligned with PMI standards
Can self-administer assessments
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� Can self-administer assessments
� Best practices designed to improve project execution and strategy fulfillment
� Provides organization with evidence of improvement
� Flexible enough to allow focus on areas of choice; domains, KA, Process stages, etc.
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For More Info:
� http://www.pmi.org/BusinessSolutions/Pages/OPM3.aspx
� Contact us at The Project Solvers
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� (585) 764-5663