OPM3 Portugal Project - Jose Angelo Pinto (ambithus.com)

1. Portugal
OPM3 Portugal Project
Jose Angelo Pinto, MIS, PMP, OPM3 CC
Vice-President
ambithus.com
2012-07-06, Coimbra, Portugal

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3. Scientific Committee
Alberto Pereira Filipa Rente Ramalho
Alexandra Tenera Jose Angelo Pinto
Alvaro C. Ascenso José Diogo Claro
Ana Lima Maria de Fátima Matias
Anabela Pereira Tereso Maria Joaquina Barrulas
António Correia Alves Nuno Manuel Ferreira
Aristides Preto Paula Filipa Gomes
Carlos Cerqueira Ricardo J. Machado
Diogo Cunha
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4. 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)
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5. Competitiveness?
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.
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6. Competitiveness Factors?
Price
Profit Margins
Quality of design
Quality of manufacture (specifications)
Delivery at the agreed time
Time Order
Services and other aspects not related to the Product
Sales / Marketing / Name / Reputation
Technology
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7. Productivity
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.
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8. 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.
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9. How to win the concourse?
Lower prices for consumers
Higher profit margins
Better quality of product / service
Increased efficiency and fulfilling the commitments
Best time to market
Best customer service
Using the best technology
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10. How to win the concourse?
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
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11. Competitiveness…
Charter
Ambito
(PBS)
WBS
WBS
Actividades
Seqquencia
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12. Projects
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.
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13. Programs
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.
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14. Portfolios
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
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15. OPM3®
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.
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16. OPM3®
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.
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17. OPM3® Elements
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.
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18. OPM3® Benefits
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.
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19. OPM3® Life Cycle
1. “assessment” planning
2. Field Work
3. Evaluation
4. Improvement Plan
5. Implementation
6. Organizational Knowledge
improvement!
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20. OPM3 Portugal
Comprehensive analysis of the maturity state of
Portuguese Industry
Throughout 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.
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21. Maturity Assesment (1st phase)
Preliminary visit to the Sponsor to set the
internal plan of action
Meeting with Management
Meeting with Strategic Planning (Program
Manager)
Meeting with Portfolio Manager
Meetings with the Core Functional
Managers
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22. Maturity Assesment (1st phase)
Meeting with the PMO Manager or
equivalent
Meetings with organizational enhancers
(experts and key people in the areas of
business management, marketing and
financial and other)
Meetings with project managers
Meetings with members of the teams
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23. Maturity Assesment (2nd phase)
Validation of the initial findings with the
Sponsor
Data analysis and compilation in the
OPM3® Product Suite system from PMI®
Presentation of the Report
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24. Maturity Assesment (2nd phase)
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.
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25. Organizational Benefits
OPM3®:
States and develops organizational
capabilities in portfolio management, program
management and project management
Provides a method for organizations to
understand their own status
Measures the organization's capabilities
Prepares the organization to improve its
internal procedures.
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26. Organizational Benefits
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.
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27. Organizational Benefits
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.
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28. Organizational Benefits
O OPM3® Portugal:
Identifies the best practices of the organization that
can support organizational strategy to implement
projects successfully
Identifies 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 worldwide
No cost to the organization, only time investment of
resources
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29. Organizational Benefits
OPM3® Portugal:
Access to research results, and thus benchmarking
can be done with the overall results.
Compare the national and international best practices
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30. Colective Benefits
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.
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31. Partners
PM4S / Ambithus, Project Lider
Associação CCG/ZGDV - Centro de Computação Gráfica
(Universidade do Minho)
Faculdade de Ciências e Tecnologia da Universidade Nova
de Lisboa.
INESC INOVAÇÃO - Instituto de Novas Tecnologias
INESC PORTO - Instituto de Engenharia de Sistemas e
Computadores do Porto
IPN - Instituto Pedro Nunes - Associação para a Inovação e
Desenvolvimento em Ciência e Tecnologia
Project Management Institute (PMI)
PMI Organizational Project Management Comunity of Practice
PMI – Portugal Chapter
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