Organizational Project Management Maturity

Organizational Project Management Maturity Model (OPM3)

PMI-MN Breakfast sessionsProcess Management

2

Objectives

• Review• Process Management• Describing the process• Process Management Best Practices

3

Review

• Best Practices• Domains• Organizational Project Management

Process Improvement

4

Process Maturity Progression

W. Edwards Deming and post-WWII JapanDoD and SEI in 1986Watts Humphrey’s – Managing the Software Process 1989Mark Paulk – Capability Maturity Model for Software 1991

Key concepts:Define the process Incorporate industry best practicesStandardize the processMeasure and analyze the processFocus on feedback and feed forward controlsMake any improvements necessary.

5

SEI-CMM Maturity Levels

Initial (1)

Repeatable (2)

Defined (3)

Managed (4)

Optimizing (5)

DisciplinedProcess

ConsistentProcess

PredictableProcess

ContinuouslyImprovingProcess

A Repeatable Organization

Level 2 Characterized by - Policies are established and followed Processes are practiced, documented, enforced,

trained, measured, and improved Project standards are defined and faithfully

followed Institutionalize effective project management

processes

Remaining Levels Level 3 - Defined

Organization process focus & process definition Integrated software management & product engineering

Level 4 - Managed Quantitative process management Software quality management

Level 5 - Optimizing Defect prevention Technology change management Process change management

Six Sigma Concepts

• Identify the problem process• Describe the process

• Identify inputs and outputs• Use inputs and outputs to prioritize• Identify and implement measures

• Analyze measurements for variations• Identify root causes of unwanted variations

• Identify and implement process changes

Standardize

Measure

Control

Improve

Questions?

What do maturity models seem to have in common?

What would you expect to see in a maturity model but don’t?

What is the value of having levels?

What Does OPM3 Have?

What do maturity models seem to have in common?

–Process Standardization

–Process Measurement

–Process Control

–Process Improvement

–Process Governance

What Does OPM3 Have?

What would you expect to see in a maturity model but don’t?

–Reference to Program and Portfolio management

–Reference to Resource management, Procurement management, etc.

–Strategic Alignment

–Incorporating process improvement goals into portfolio planning

What Does OPM3 Have?

What is the value of having levels? –Identifying improvement targets

–Support maturity assessment

–Identifying where your organization is on a continuum

–Communicate a sequence to increasing maturity

–Ability to benchmark against similar organizations

Maturity Models

• OPM3 reviewed over 30 maturity models• Most were extensions of the SEI CMM model• Very few addressed multi-projects or programs• Most focused only on the project domain• Most included standardize, measure, control, and

improve

14

SEI SW-CMM Capability Maturity Model SM for Software

SEI SE-CMM Capability Maturity Model for Systems Engineering

SEI P-CMM People Capability Maturity Model

SEI CMM-I Integrated Capability Maturity Model

US Federal Aviation Administration Integrated Capability Maturity Model

Microframe’s Model

Balanced Scorecard

Integrated Project Systems’ model

ESI International's ProjectFRAMEWORK

SPICETrillium EFQM Excellence

Malcolm Baldrige Quality Award

Australian Institute of Project Management (AIPM). 1996. National Competency Standards for Project Management: Various Volumes, Competency Standards, Level 6.

IBM Progress Maturity Model

Project Management Maturity Model, by Knapp & Moore Pty Ltd.

Hartman's SMART model

“Barron Maturity Model” (Ortho Clinical Diagnostics)

V-Model AACE International’s Certification Program

ICB - IPMA Competency Baseline

PRINCE APM BoK Review

OPM3 is Not Just Another Model

Maturity Models

• OPM3 reviewed over 30 maturity models• Most were extensions of the SEI CMM model• Most focused only on the project domain• Very few addressed multi-projects or programs• Most included standardize, measure, control, and

improve

Process Model Overview

What process are we trying to improve?

Process Modeling

Inputs Process Description Outputs

Controls

Tools and Techniques

Processes transform inputs into outputs, guided by controls, and aided by tools and techniques.

Process Model How it can be used

InputsMeasure for specifications

Process DescriptionOutputs

Measure for performance and stability

ControlsGovern how the process operates

Tools and Techniques Are resources available to the process

Process Modeling Project Schedule Development

Inputs• Project network

diagrams,• Duration estimates,• Resource

requirements,• Resource pool

description,• Constraints, • Assumptions, • Risk management plan

Analyzing program and project sequences, durations, and

resource requirements to create the Project schedule.

Outputs• Project schedule,• Supporting detail,• Project schedule

management plan,• Resource requirement

updates

Controls• Strategic plan, • Business goals

Tools and Techniques • Mathematical analysis,• Duration compression,• Resource leveling, • Project management software,• Expert Judgment

Portfolio Management

If we want to address process maturity within the domain of portfolio management, we must understand what that process is.

Question?

Describe the process of managing a portfolio of projects

Project Management Process Review

Initiate

Close

Plan

Execute

Control

Scope Planning & DefinitionActivity Definition & SequencingResource PlanningDuration EstimatingSchedule DevelopmentCost Estimating & BudgetingProject Plan DevelopmentQuality PlanningCommunications PlanningRisk Management PlanningProcurement PlanningResource Acquisition

Project Plan ExecutionPerformance ReportingVendor AdministrationQuality AssuranceTeam DevelopmentSustain Commitment

Overall Change ControlScope Change ControlSchedule ControlCost ControlRisk Response Control Project Closure

Administrative Closure

Exploring the Request

Portfolio Management Process Proposal

Initiate

Close

Plan

Execute

Control

Process ManagementResource PlanningPortfolio Plan DevelopmentCost BudgetingQuality PlanningCommunications PlanningRisk ManagementProcurement PlanningOrganizational PlanningStaff Acquisition

Portfolio Plan ExecutionPerformance ReportingVendor AdministrationQuality AssuranceWorkforce Development

Scope Change ControlPortfolio Schedule ControlCost ControlRisk Response Control

Close of the planning or budgetary cycle

Organizational Business PlansScope Management

24

OPM3

Extended the PMBOK® Guide processes to the program and portfolio domains

Allows organizations to focus on process improvements in all three domains

Permits the analysis of interactions between the domains

Portfolio Management

Project Management

ProgramManagement

There are many Interactions between Organizational Project Management Domains

Initiate

Plan Control

CloseExecute

StrategicPlan

Mechanisms

Domain InteractionsVision, Goals,Objectives,Initiatives

Initiate

Plan Control

CloseExecute

Org. Scope,AuthorizationResourcesPolicies

Performance Information,Corrective Action,Risks,Released Resources,Project Info.

Domain interactions should also be included in the maturity assessment and improvement. What are the interactions between project, program, and portfolio risk management?

27

Best Practicesin

Process Management

28

Overview

• Key aspects of process management• Represented as best practices

“Process maturity is the extent to which a specific process is explicitly defined, managed (standardized), measured, controlled, and effective.”

29

ProcessStandardization

ProcessMeasurement

ProcessControl

ProcessImprovement

ProcessGovernance

Authorizing governing bodies to be responsible for process improvement goals and plans.

Process Management

30

Process

Tools

Access toInformation

ProcessStandardization

Assemble, develop, purchase, or otherwise acquire a common process.

Monitor compliance with process. Standardize the common process.

Process Management

31

MeasurementProcess

MeasurementTool

MeasurementAnalysis

ProcessMeasurement

Internal standards regarding process performance

Identify critical process characteristicsMeasure critical characteristicsIdentify upstream measures.Measure process critical inputs

Process Management

32

ProcessControl Plan

ProcessAudits

Identify RootProblems

ProcessControl

Develop a process control planSystem for maintaining process controlAudit process stabilityIdentify root problems during process execution

Process Management

33

BestPractices

ImplementingImprovements

Integration withStandardization

ProcessImprovement

Identify process improvementsContinuous process improvement.Integrate process improvements with process standardization

Process Management

34

SummaryProcess Model

• Method of organizing best practices• Incorporates relationships based on the flow of

outputs to inputs

• Incorporates relationships between domains• Information flows• Controls• Standardized Tools and Techniques

• Communicating to Management

35

SummaryProcess Management• Maps process management best practices to

processes• Standardization, measurement, control, and

improvement apply to all processes, and all domains• Framework for the dimensions of maturity

– SMCI– Processes– Domains

• The ability to apply maturity assessment and improvement to any part of the model.

36

Questions?

For more information, contact:

Ade Lewandowski3M Corporate IT Applicationsaglewandowski@mmm.com